Strategic Plan - Draft 11-27-2011

Thanks so much for everyone's help. Your input at our Community Conference, our three subsequent meetings, and via e-mail helped us think further about our draft plan before fine-tuning it again.

Strategic Plan - Draft .pdf

We'd particularly like your thoughts on the addition of "sustainable business law" in the third bullet point of the Mission Statement. It refers to an approach to business law that keeps in mind the sustainability aims of the University and community.

Each section of this draft begins with working definitions and "framing language." The latter, which is in italics, provides a brief explanation for some of the choices made.

Thanks for your patience, perseverance, and input.

Calvin Pang for the Strategic Planning Committee

Danielle Conway
Linda Krieger
Melody MacKenzie
Cyndi Quinn
Bill Richardson
Julie Suenaga
Roberta Woods

Community Conference and Lunch with Karl Haden on Nov. 14

Dear everyone:

As many of you know, we will convene a Community Conference at the law
school on Monday, November 14, 2011. The Conference is designed to let
participants drop in on different working groups depending on availability
and interest. We expect to run between 8:30 a.m. - 12:30 p.m. Attendance
throughout the conference is not necessary, though we encourage it if you
can.

Attached is the agenda. You'll note that we'll have four rounds of
discussion groups. During each round, we will have eight discussion groups,
one for each of our seven strategic priorities and the eighth to review our
Mission, Vision, and Values. In brief, the seven strategic priorities
include:

1. Innovating and Improving the Curriculum
2. Attracting, Developing, and Retaining Great Students, Faculty, and Staff
3. Improving Physical Facilities and Technological Capacities
4. Improving the Library
5. Building Strong Relationships within the School and with Those Outside the School
6. Enriching our Intellectual Environment
7. Acquiring the Resources to Fulfill our Mission

Come for whatever you can sit in on and are interested in. We are especially interested in hearing your ideas on accomplishing the above
strategic priorities. We'll have refreshments in the courtyard all morning.

A lunch will follow with our consultant Dr. Karl Haden at about 12:40 in Rm . 254. If you wish to stop in for more good food from Da Spot, please come to lunch.

The Strategic Planning Committee will convene with Dr. Haden for working meetings after the Conference on the afternoon of Nov. 14 and the morning of Nov. 15. For those wishing to attend these working meetings, I will send a separate notice of the time and place.

Attached is a copy of the latest version of the Plan, including varying suggested language for the Mission Statement, and the Agenda for the Nov.
14.

• Strategic Plan—Draft (11-10-11) .pdf
• Strategic Planning Community Conference .pdf

We're almost to the finish line and need your help to reach it. Please do not hesitate to contact me if you have any questions.

Aloha,

Calvin Pang for the Strategic Planning Committee
Danielle Conway
Linda Hamilton Krieger
Melody MacKenzie
Cyndi Quinn
Bill Richardson
Julie Suenaga
Roberta Woods

Community Conference on November 14

Next Monday, November 14, 2011, we will hold a Community Conference to discuss the various parts of the WSRSL Strategic Plan. The design of the conference will enable participants to come in and out and join small working groups to express ideas on the plan and how we might implement it.

The conference will run for the entire morning, beginning with a plenary at about 8:30 a.m. in the Moot Court. A continental breakfast will be available for those needing a touch of caffeine, a chunk of pineapple, or a chew of a doughnut.

Working groups will run throughout the morning. Each group will focus on one of the seven strategic priorities:

1. Attract, develop, and retain highly qualified and diverse faculty, staff, and students.
2. Improve our physical facilities and technological capacities.
3. Cultivate strong relationships within the law school and between the school and those outside it.
4. Make curriculum improvements and innovations essential for our school in the 21st century.
5. Acquire sufficient resources utilizing diversified strategies to fulfill our Mission.
6. Deepen and enrich the intellectual environment of our school.
7. Expand library services and resources to support the educational and scholarly activities of faculty and students.

We'll also have a group to discuss the plan's Mission, Vision, and Values.

Each group will convene four times throughout the morning, so folks can jump in whenever they're available and for whatever they're interested in.

I will send an agenda under separate cover. We expect to be done by about 12:30 p.m. on the 14th.

That's it for now. More developments to come soon.

Thanks much,

Calvin Pang for the Strategic Planning Committee

Danielle Conway

Linda Krieger

Melody McKenzie

Cyndi Quinn

Bill Richardson

Julie Suenaga

Roberta Woods

Again, thank you for your comments to date! We’d appreciate hearing from you again. Please see the Plan below and leave your thoughts in the Comments Box at www.surveymonkey.com/uhlawstrategicplan.
 

Strategic Plan Draft 1 (10-21-11)

MISSION STATEMENT
The William S. Richardson School of Law educates highly qualified and diverse students in a collaborative, multidisciplinary educational community. In developing Richardson lawyers:

We commit to excellence in teaching, scholarship, public service, ethical responsibility, economic sustainability, and the pursuit of justice.

We embrace Hawai‘i's diversity, location, and values and recognize a special responsibility to our state, region, and global community.

We lead in important areas such as environmental law, Native Hawaiian law, and Pacific-Asian law.

VISION
Building a community of outstanding problem solvers, effective advocates, and courageous leaders who seek justice.

VALUES
The William S. Richardson School of Law was founded on a vision of inclusiveness and respect for our island heritage and culture. Our values encompass the ideals and actions we believe to be essential for graduates of our Law School. They guide and should be modeled by members of our law school community.

Kuleana: to accept responsibility and the privilege of having responsibility

Nā‘au Pono: to foster a deep sense of justice or balance; what is appropriate

Aloha aku, aloha mai: to respect and to receive respect

Huli Ao: to strive for enlightenment; to seek out knowledge

Mālama kekahi i kekahi: to care for one another

Kūpale: to defend and protect; to strongly advocate

Hoʻowaiwai: to create wealth and well-being for the community

Noʻeau: to become a skilled expert; to achieve excellence

STRATEGIC PRIORITIES AND GOALS
1. Attract, develop, and retain highly qualified and diverse faculty, staff, and students.
1.1 Improve mechanisms to help new faculty, students, and staff from other locations ease into our law school and community.
1.2 Cultivate more international exchange and relationships with other schools.
1.3 Enhance the school’s reputation on a national level.
1.4 Enable faculty to do their best work in teaching, service, and scholarship.
1.5 Provide students with career development resources essential to successfully compete for employment in Hawai‘i and abroad.
1.6 Recruit from undergraduate areas of study that differ from traditional sources of prospective students.
1.7 Provide all WSRSL employees with opportunities for challenge and growth within the law school.
1.8 Delineate responsibilities and duties among different work units within the law school as well among staff members of each unit.
 

2. Improve our physical facilities and technological capacities.
2.1 Continue to work toward a professional, comfortable, and secure facility with sufficient amenities for a 24/7 community.
2.2 Pursue the vision of vertical expansion for the law library.
2.3 Develop and maintain an attractive outdoor landscape around the law school, including the law library.
2.4 Develop and implement “green guidelines” for current and future building use and space planning.
2.5 Create and implement a technology plan that forecasts and projects the Law School's technology needs for the next five years with plans for future growth.
2.6 Create technologically state-of-the-art classrooms, including skills development facilities.
2.7 Use technology to facilitate a paperless culture within the law school community.

3. Cultivate healthy relationships within the law school and between the law school and those outside the law school having a stake in its success.
3.1 Centralize, coordinate, and streamline effective communications within the law school and with stakeholders outside the law school.
3.2 Bridge the different sectors of our expanding law school and plan/coordinate opportunities to enhance the health and wellness of law school community members.
3.3 Identify and develop regular public educational programs with a law or justice focus that do not duplicate the efforts of others.
3.4 Enhance our clinical legal education program to extend our reach in serving the public while partnering with legal service providers in the community.
3.5 Further build multidisciplinary relationships with other professional schools and units in the UH system.

4. Make curricular innovations essential for Hawai‘i’s Law School in the 21st century.
4.1 Engage in organized and concrete discussions within the Law School community on curriculum innovations.
4.2 Create more “bands” or “tracks” of classes that help student choose and sequence courses in preparing for specific types of practice.
4.3 Develop more robust clinical programs with sufficient faculty and resources to function on a year-round basis.
4.4 Explore the feasibility of making Hawaiian Legal History a required course in order to emphasize the uniqueness of Hawai‘i’s legal culture and to inform our students’ perspectives on American legal culture.
4.5 Design classroom coverage, credit allocation, and curricula to encourage opportunities for students and teachers to reflect and think deeply about ideas in the classroom.

5. Acquire sufficient financial resources utilizing diversified strategies to fulfill our mission.
5.1 Mobilize the law school community to demonstrate its financial commitment and stewardship to the school.
5.2 Provide new and attractive funding opportunities for corporate donors and foundations.
5.3 Design and implement a collaborative, concentrated drive to raise support premised on the law school’s return on public and private dollars.
5.4 Design and implement budget strategies that incorporate sustainability and cost cutting measures to ensure efficient and effective use of tuition resources.

6. Deepen and enrich the intellectual environment of the Law School
6.1 Increase our engagement of each other’s scholarly work.
6.2 Bring scholars from areas beyond our three areas of emphasis.
6.3 Increase opportunities for students to engage in and publish legal scholarship.
6.4 Create incentives for substantial scholarly production.
6.5 Launch and sustain a faculty-edited journal.

7. Expand library services and resources to support the educational and scholarly activities of faculty and students.
7.1 Enhance the literacy and research skills of our students and faculty as we transition to a mixed media research center.
7.2 Shape the library collection to reflect the curriculum and scholarship needs of the law school community.
7.3 Develop, preserve, and make accessible special collections that reflect the diverse nature of the curriculum and scholarship at WSRSL.
7.4 Improve integration of library instruction into the curriculum.
7.5 Increase the continuing education opportunities of the professional and para-professional staff.
7.6 Promote the law library image through outreach to the law school and extended legal community.