Chaminade 2019-2024 Strategic Plan: Ke Ala Mua

KE ALA MUA S T R AT E G I C P L A N 2 0 1 9 - 2 0 2 4

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Aloha Chaminade ‘Ohana, FOR OVER A YEAR NOW, it has been an honor to be the President of Chaminade University of Honolulu. I have experienced first-hand the special nature of Chaminade: a University focused on community, linking scholarship with the goal of social justice and the belief that everyone (i.e., students, faculty, staff and alumni) has a stake in making the world a better place. In the 63 years since its founding, Chaminade has undergone significant growth and today offers world-class academic programs and a faculty of widely-recognized scholars. Even during this growth, Chaminade’s central belief in education as a pathway for making positive changes in the world has remained constant.

Today, Chaminade faces a rapidly changing landscape in higher education. Traditional education and administrative practices of earlier generations no longer meet the needs of 21st-century learners. Within the context of this changing landscape, Chaminade must cultivate an environment of innovation while responding to the needs of learners and the workforce. We will build transformative programs that leverage Chaminade’s reputation while increasing our relevance to the community so that we are positioned to deliver on our mission today and into the future.

To assist us on our pathway forward, I am presenting Chaminade’s 2019–2024 Strategic Plan. This plan is the product of an intensive process, reflecting the efforts and input from a large representation of our University community—students, faculty, staff, alumni and partners. The purpose for enlisting this breadth of input was to help determine how Chaminade can better serve our diverse body of students, enhance our financial support for student scholarships and faculty research, increase our revenue while cutting costs, and expand our reach to more learners who want to further their education. We will accomplish these goals while affirming our commitment as a Catholic, Marianist university. This plan will guide our decision-making and reaffirm our identity as a mission-driven “small school with big impact.”

Looking forward, I am confident of Chaminade’s bright future as a strong institution that values both tradition and innovation. We will embrace our past while preparing for the future, and build on our successes in order to thrive in the 21st century.

I invite you to join me as we begin this exciting new chapter in Chaminade’s history.

Lynn Babington, Ph.D. President, Chaminade University of Honolulu

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Strategic Context R I C H A N D VA LU E D T R A D I T I O N

Chaminade was founded in 1955—four years before Hawai‘i became a state. The University’s namesake, Father William Joseph Chaminade (1761–1850), the founder of the Society of Mary and a social reformer, recognized education as a pathway for transforming society. The Society of Mary occupied a place in Hawai‘i’s social activities and culture much earlier than 1955. In 1883, the Marianist community accepted sponsorship for Saint Louis School, an academy for boys, which continues to thrive today, sharing space with Chaminade on the Kaimuki campus.

Chaminade became a four-year college in 1957, adding graduate programs in the 1970s. Chaminade College was formally renamed Chaminade University of Honolulu in 1977.

Today, Chaminade, Hawai‘i’s only Catholic university, has nearly 2,400 undergraduate, graduate and online students.

Chaminade includes five academic divisions and offers 23 undergraduate and six graduate majors, two undergraduate and four graduate certificates, and a number of not-for-credit courses and professional development programs and seminars. It also provides a robust slate of undergraduate degree programs to members of the military and their dependents on bases on O‘ahu, on campus, online, or a hybrid of in-person and online. In addition, Chaminade supports ten NCAA Division II teams (140 student athletes), and is home to more than 30 student clubs and organizations.

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“ Chaminade is not simply a place for higher learning, but an institution committed to promoting and effecting social justice, a place for faith formation, and learning how to embrace adaptation and change.”

As part of our commitment to students first, Chaminade offers an on-campus student-to-faculty ratio of 11-to-1 and an extensive range of services, including individualized academic advising, tutoring and a four-year graduation guarantee. Students are mentored, advised and supported along their educational journey by approximately 100 full-time faculty members, 180 staff members, 17 Marianist brothers and, on average, 55 adjunct lecturers across all programs.

Chaminade’s Marianist Values guide our view of education as a mechanism to transform society in a spirit of ‘ohana (family), mutual respect and acceptance. Chaminade is not simply a place for higher learning, but an institution committed to promoting and effecting social justice, a place for faith formation, and learning how to embrace adaptation and change. Chaminade graduates set out to change the world; they want to make a difference. And Chaminade’s professors, administrators and staff facilitate those important goals through relevant experiences that extend learning beyond the classroom—with service, putting Chaminade’s mission in action. Service learning, in fact, is central to the student Chaminade experience.

Chaminade is honored to be federally recognized as a Native Hawaiian-serving institution. Chaminade faculty weave culturally sustaining practices through teaching and learning activities, while the business of the University is conducted with attention to Native Hawaiian traditions. Hawaiian culture underlies the structure of the University in committee names, the way meetings are conducted, in communication and interactions with the community, and in decision-making practices. Hawaiian values are part of the Chaminade kuleana (responsibility).

C H A N G I N G L A N D S C A P E O F H I G H E R E D U C AT I O N

One step in planning for the future is looking at and adapting to industry trends. Current trends indicate the need to invest in technology for various uses and developing programs that align with industry needs. Technology is a driving force behind the changing landscape of higher education. In order for institution of higher education (IHE) to remain relevant in the middle part of the 21st century, resources must be invested in the modernization of information technology (IT) in order to provide the necessary framework for collaboration, data management, decision-making, and security.

Investments in technology will also impact the student experience. In an age of instant information, IHE need to be responsive to learner needs and provide greater flexibility within the post-secondary learning landscape. Twenty4

first-century learners should have everincreasing access to services that will support their learning experience, including improved communications between the University and the student, learning pathways that meet individual learner goals and outcomes, an elevated online learning experience, and increased access to wrap-around services for all learners who are enrolled (i.e., traditional, online, or other).

In addition to leveraging technology to create a more cohesive learning ecosystem, trends in post-secondary education indicate the need to incorporate practical learning experiences in conjunction with theoretical learning.

Twenty-first-century learners need applied learning in environments that mirror the work environment. Graduates from IHE need opportunities to develop their skills through experiential learning such as internships and service learning.

IHE also need to be responsive to the workforce and individual learners who do not need a degree, but further education and training to fill middle-level-skill jobs—jobs that require licensure, certifications, or specialized training, but not a traditional four-year degree. Universities need to be prepared with programs and training opportunities to fill employment gaps with skilled and knowledgeable workers who have the necessary training, certificates and licenses.

These trends, and others that are shaping the current landscape of higher education, require us to adapt and change our programs and practices in order to meet the needs of students and the evolving workforce. This plan incorporates these themes and remains true to our mission of offering our students a collaborative learning environment that prepares them for life, service and successful careers.

P R E PA R AT I O N F O R C O M P O S I N G T H I S S T R AT E G I C P L A N

The University formally launched the 2019 strategic planning process in 2017. Six task force teams were created to generate a series of strategies or recommendations for the plan. These teams were organized around six themes: Academic Excellence, Total Student Experience, Business Operations, Innovation, Mission and Values, and Student Outcomes. The task force team members comprised faculty from each School/Division, administrators, staff, external stakeholders, students and alumni. Each task force independently sought to collect crucial and candid feedback on Chaminade’s direction, challenges, strengths and future. The Chaminade University 2018 Institutional Report to the Western Association of Schools and Colleges also informed the development of this plan. Many minds contributed to the creation, writing and reviewing of this Strategic Plan—one which outlines an ambitious future for Chaminade.

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Vision Statement In Ex Corde Ecclesiae, Pope John Paul II exhorts Catholic universities to link their endeavors to a higher meaning, elevating us above the status of a degree-granting graduate production facility. It tells us that a Chaminade education needs to be more than job training, guiding us to provide integrated learning experiences for the whole person, thereby highlighting the value of a liberal arts education.

The priorities of Catholic social teaching and of our community, as well as our location, are strikingly resonant. Health, sustainability, prosperity and social justice are the central tenets within Catholic social teaching. These same tenets are also the most pressing issues for Hawai‘i and the Pacific region.

Our signature programs, across the University and our General Education core at Chaminade, are organized around these themes. This resonance of programming with the primary concerns of our community is an untapped avenue for promoting Chaminade as Hawai‘i’s leading, community-first university, producing graduates who are at the forefront of creating a healthy, sustainable, just and prosperous future for our state and world.

A COURSE FOR THE FUTURE

The University has identified five priorities, or makakoho in Hawaiian, that together provide a framework for charting our future course. As a community of learners in the Marianist tradition, and in response to the current context of higher education, Chaminade University is committed to: 1. Students First—delivering a holistic learning experience to our entire student body 2. Faculty and Staff Development 3. I nnovation and Responsiveness in operations and academics 4. Mission- and Values-based Campus Culture and Education 5. Financial Fitness to sustain our future In alignment with our commitment to be a unified educational community and the Marianist value of Educating in the Family Spirit, these five makakoho are united under the theme of One Chaminade.

One Chaminade underpins how we teach and support our students, how faculty and staff grow and learn, and how we as an organization make decisions. The spirit of cross-campus collaboration and mutual support creates a shared sense of place—in the curriculum, on campus, and online—so that students experience the same quality academic programs, advising, and resources regardless of the manner in which they engage with the University. A unified Chaminade will become more effective when we are all moving, in unison, in the same direction.

This plan starts, as it should, with our students, and is founded on our commitment to offer a holistic learning experience defined by the characteristics of a Marianist education: • • • • •

Educate for formation in faith Provide an integral quality education Educate in family spirit Educate for service, justice and peace Educate for adaptation and change

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Makakoho One

Students First: Provide a Holistic Learning Experience In alignment with our service commitments to developing holistically educated, socially conscious and serviceoriented graduates, Chaminade is committed to putting the needs of students first.

A Chaminade education is a holistic learning experience that explicitly integrates our Catholic, Marianist and Native Hawaiian values. At Chaminade, holistic means the intellectual, emotional, social, ethical, spiritual and physical development of our diverse student body—student development as student transformation.

Chaminade is committed to inclusion, diversity, and equity for its wide array of students: traditional day undergraduates, graduate students, students who live on campus, students who commute, professionals seeking to learn a new skill or to acquire an additional credential, online students, and military families taking courses at satellite locations. Our vision of One Chaminade establishes that all of these students will receive a high-quality learning experience appropriate to the different stages of their educational needs and lives.

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Chaminade will remain committed to forming reflective, discerning citizens who are deeply invested in the common good. Through a spirit of collaboration across schools and divisions, we will deliver programs that are both true to our mission and responsive to new opportunities and realities.

To this end, it is recommended that Chaminade: (1) adopt a relevant mission- and values-driven core curriculum for undergraduate students; (2) broaden our expectation and implementation of student experiential learning; (3) enhance the online learning environment; (4) support “cocurricular” activities; (5) expand academic supports for students; (6) increase capacity in our ability to deliver behavioral health counseling; and (7) celebrate diversity.

Indicators of success will include retention and graduation rates that meet or exceed current levels, positive student survey feedback (NSSE), quality external accreditations, and increased student engagement in experiential learning such as internships, study away, and undergraduate research.

1 . A D O P T A R E L E VA N T, M I S S I O N - A N D VA LU E S - D R I V E N C O R E C U R R I C U LU M F O R U N D E R G R A D U AT E S T U D E N T S

Chaminade’s undergraduate programs prepare today’s learners with the skills and competencies needed to be successful while also remaining true to our mission and values. Through the Core Curriculum, students will complete courses in each of value areas: Catholic Intellectual Tradition (Formation of Faith), Marianist Values and Values for Oceania (Native Hawaiian-serving) as well as participate in a service learning project. Since its inception, Chaminade has always demonstrated our commitment to a strong social consciousness. Chaminade graduates will be prepared to foster care for creation (living things) and malama aina (the Earth).

2 . B R O A D E N O U R E X P E C TAT I O N A N D I M P L E M E N TAT I O N O F STUDENT EXPERIENTIAL LEARNING

In order to support student learning, and students’ post-graduation success, it is recommended that Chaminade expand its experiential learning opportunities. These high-impact activities include student internships, senior/ capstone experiences, service learning, student research, and study abroad or away at other institutions. It is recommended that all degree-seeking students at Chaminade complete at least one experiential learning opportunity to enhance their classroom learning, and that these options for experiential learning be expanded, continually assessed and improved.

3 . E N H A N C E T H E O N L I N E L E A R N I N G E X P E R I E N C E

In order to attract and retain a growing market of learners, it is recommended that Chaminade increase its capacity for online learning by diversifying course offerings and programs. Further, we want to ensure that online and on-campus learners share in the One Chaminade commitment to high-quality, values-based learning. To enhance the online learning environment for our students, an investment in both technological infrastructure and professional development for faculty are needed.

4. S U P P O R T “ C O - C U R R I C U L A R ” A C T I V I T I E S T H AT C O N T R I B U T E TO T H E TOTA L S T U D E N T E X P E R I E N C E

e holistic learning experience at Chaminade includes co-curricular activities such as campus ministry, athletics, Th student clubs, Pacific Island Review and the performing arts. These activities enhance the experience of students, create a vibrant and active campus, and keep alumni connected to Chaminade. In addition, these activities 8

“ Chaminade attends to the cultural and spiritual diversity of our student body.”

engage the wider community, and can enhance Chaminade’s reputation and profile. Because of their benefits, we need to be more mindful in the development of these activities. It is recommended that Chaminade prioritize co-curricular activities in the budget; that Chaminade values be embedded within in all these co-curricular activities; and, whenever possible, they are designed to complement academics.

5 . E X PA N D A C A D E M I C S U P P O R T S F O R S T U D E N T S

ith a mission of serving under-represented, socioeconomically disadvantaged, first-generation college students, W academic supports are critical. Chaminade already has a solid student support program that contributes to our favorable retention rates. These supports include proactive advising supported by technology, one-on-one campus and online tutoring, four-year career counseling, academic navigators, a rich physical and online library, and faculty and peer mentorships. Many of these “wraparound” services were developed as part of our Ho’oulu Scholars program. Because of the successes of these scholars, it is recommended, in the spirit of One Chaminade, that all our students have access to these supports. It is also recommended that Chaminade re-envision the campus tutoring center to be more engaging, student-friendly and inclusive for our multicultural/diverse student body, including online access.

6 . I N C R E A S E C A PA C I T Y TO D E L I V E R C O U N S E L I N G S U P P O R T

With behavioral health challenges becoming a growing concern on college campuses, and with a marked decrease in psychological resilience in students, it is recommended that Chaminade invest in increased behavioral supports for our students. These supports should include social and emotional learning techniques to ensure their academic success and lifelong wellbeing.

7 . C E L E B R AT E D I V E R S I T Y

Chaminade attends to the cultural and spiritual diversity of our student body through the integration of values in course activities as well as co-curricular learning experiences, Campus Ministries, and ethnic clubs and festivals celebrating a wide range of cultures. It is recommended that we continue and enhance initiatives to provide a sense of place in curricula and on campus. It is also recommended that we continue to diversify faculty and leadership to create an environment that mirrors and embraces the diversity of our community. Lastly, in alignment with One Chaminade, it is recommended that we mitigate barriers to participation in these activities and/or restructure the activities to meet the diverse needs of our students.

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Makakoho Two

Faculty and Staff Development In alignment with our commitments to the Character of Our Educational Community, to nurture a culture that honors and promotes open inquiry, reflection, critical dialogue with peers on and beyond the campus, and the dissemination of our scholarship; and to be a scholarly community, Chaminade is committed to the professional development of its faculty and staff.

One key to achieving these strategic priorities is to invest in the people responsible for their implementation. As Chaminade continues to adapt and grow, we must ensure our staff and faculty have the support needed to continue the momentum. As One Chaminade, we can build a culture of learning built on a foundation of collaboration and sharing, modeling effective workplace practices for our students. For this priority, it is recommended that Chaminade: (1) build on the success of the Center for Teaching and Learning; (2) promote faculty research and collaboration; (3) continue Mission and Values-Driven Professional Development and Hiring; and (4) build a Healthy and Sustainable Campus Community.

Indicators of success will include (1) Faculty engagement in CTL professional development activities; (2) An increase in faculty/staff professional development experiences that align with the University mission and values; and (3) An increase in grants awarded to faculty.

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1 . B U I L D O N T H E S U C C E S S O F THE CENTER FOR TEACHING AND LEARNING

O ur Center for Teaching and Learning (CTL) is a hub for supporting faculty as they develop their evidence-based instructional practices. Our previous investment in faculty development has resulted in fundamental changes in faculty pedagogy. Future professional development opportunities should ensure that faculty are free to explore and apply innovative practices and able to take risks around teaching and learning without fear of negative consequences. We need to maintain expertise in order to educate students with a range of needs and goals (lifelong learner). Faculty will need to focus on the creation of innovative, interesting, relevant interdisciplinary experiences to enhance learning. We shall create innovative learning spaces across campus and leverage technology to make courses engaging for all learners.

2 . P R O M OT E FA C U LT Y R E S E A R C H A N D C O L L A B O R AT I O N

iven our unique location, student population, and values, Chaminade has much to offer the community with G regard to research. Through the support of CTL staff, faculty have been actively contributing to the body of research known as the Scholarship of Teaching and Learning. Future opportunities for research include: (1) developing collaborative learning experiences across courses (interdisciplinary programs of study), and (2) research opportunities with Neighbor Island distance teaching centers. We shall also focus on the ecology of teaching, learning, and research by addressing infrastructure and support for research. Further, and in alignment with our vision of One Chaminade, the Advancement Office and Office of Sponsored Programs shall support faculty in grant writing as a way to fund new initiatives and research.

3 . C O N T I N U E M I S S I O N - A N D VA LU E S - D R I V E N P R O F E S S I O N A L D E V E LO P M E N T AND HIRING

rue to the Marianist educational tradition, it is recommended that potential Chaminade employees are T assessed for their possible contributions to the diverse population at Chaminade and their willingness to adopt strategies to ensure the success of our learners. Additionally, professional development opportunities will be facilitated in the areas of Marianist Values and Culturally Sustaining Pedagogies, providing explicit pathways for aligning course activities to Marianist and Native Hawaiian Values.

4 . B U I L D A H E A LT H Y A N D S U S TA I N A B L E C A M P U S C O M M U N I T Y

ealth and sustainability are the most pressing issues for Hawai‘i and the Pacific region. As we strive to H produce graduates who can lead in creating a healthy, just, and sustainable future, we must also create a campus culture that prioritizes the health and wellness of our students, faculty, staff and environment. We will achieve this by promoting healthy diet, exercise, sleep and stress management programs; providing supports such as the L. Robert Allen Montessori Preschool; the continued adoption of sustainable and conservation practices; and building a greater sense of belonging.

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Makakoho Three

Innovation and Responsiveness

In alignment with the Marianist Value of adaptation and change, we aim to build a campus-wide mindset that embraces change and allows us to adapt to emerging trends while also being a leader in innovative educational reform.

Good fortune happens when opportunities meet a state of readiness. For Chaminade to remain relevant in our everchanging world and maximize opportunities, we must be ready. This necessitates building a campus-wide innovation mindset where we embrace change with care, and exercise the courage to examine what no longer addresses the future we strive to achieve. We are a small university with the capability of responding quickly to the dynamic needs of the workforce. To increase our flexibility and meet the diverse learning needs of our students, we must foster an environment of innovation by addressing any systemic and structural barriers to adaptation and change.

It is recommended that we: (1) develop new programs that are responsive to the community needs; (2) streamline decision-making; (3) incentivize faculty and staff innovations; (4) connect with stakeholders; and (5) create an Innovation Center.

Indicators of success will include reinforced IT infrastructure, data-driven decision-making, and new or updated program offerings with high enrollments and stakeholder buy-in that are aligned with industry and learner needs.

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1 . D E V E LO P R E S P O N S I V E PROGRAMMING

Statewide priorities and national themes shall drive the development of new programs at Chaminade. Broad themes that Chaminade has already begun to address, but which need greater emphasis, include healthcare, sustainability, business innovation, and harnessing the data revolution, as well as social justice, inclusion and equity of opportunity. Looking forward, it is recommended that we expand our programming in these areas with new degrees and certificates, new facilities, and endowed chairs.

2 . S T R E A M L I N E DATA MANAGEMENT AND INTERNAL DECISIONMAKING

To accelerate the University’s responsiveness to market opportunities, it is recommended that Chaminade implement methods of cross-functional collaboration between academics, marketing and finance. In alignment with the changing landscape of higher education, we need to assess our IT infrastructure in the area of data security and streamline data management processes. With an improved data management system and data analytics, Chaminade can minimize the length of time needed for decision-making, improving responsiveness to our learners and the workforce through the timely development of new programs. Data can also be used for developing more accurate cost and revenue projections.

3 . I N C E N T I V I Z E I N N O VAT I O N

To facilitate agility, creativity, risk-taking and entrepreneurial thinking, it is recommended that an incentive program be developed to recognize and reward innovations to operations, academics and student affairs. This can be enacted through the collection of data and reporting of innovation activities across campus that encourage innovative pedagogy, reduce operational waste and inefficiency, and which foster the development of new academic programs that are responsive to the community, revenue-generating and mission-fulfilling. A system of recognizing those innovative individuals or groups will be developed.

4 . C O N N E C T W I T H S TA K E H O L D E R S

In addition to working collaboratively within the University, equally critical is our ability to recruit and cultivate our external partnerships representing economic sectors and academia, as well as incorporate indigenous, employer and community perspectives. Dialogue will be fostered by connecting various stakeholders in transdisciplinary virtual hubs where the exchange of ideas will spark and nurture developing ideas. In addition to encouraging entre- and intrapreneurship, Chaminade’s programs need to be aligned with statewide priorities and national themes that resonate with our values. We will also leverage these partnerships to support learner engagement in experiential activities including internships, senior/capstone experiences, service learning, student research, and study abroad.

5 . C R E AT E A N I N N O VAT I O N C E N T E R

We will foster innovation by creating a physical space, an Innovation Center, that incubates internal and community-based participatory research efforts that are mission-aligned and community-connected. Having such a space will provide a needed foundation for the purpose of networking and help Chaminade to achieve the priorities outlined in this plan.

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Makakoho Four

Strengthen Our Missionand Values-driven Education

Capitalize on our unique Catholic/Marianist/Hawai‘i/Pacific Learning environment where faculty, students, staff and partners are committed to our common mission.

At Chaminade, our mission and values are central to all decision-making processes; it’s our “special sauce.” With that in mind, we would like to strengthen our commitment through further activities that demonstrate the applications of our mission. It is recommended that we: (1) launch the Marianist Center for Student Leadership, (2) increase our visibility within the Catholic community, and (3) deepen Native Hawaiian partnerships.

Indicators of success will include Chaminade alumni who are serving as leaders of nonprofit, charitable or community-based programs; increased visibility of and student participation in mission- and values-based activities; and increased activities between Catholic and Native Hawaiian partners.

1 . L A U N C H T H E M A R I A N I S T C E N T E R F O R S T U D E N T L E A D E R S H I P

Thanks to a generous gift from the Marianist Center, Chaminade will launch the Marianist Center for Student Leadership. The Center will be a “signature program” for Chaminade, distinguishing us from other universities— 14

“ At Chaminade, our mission and values are central to all decision-making processes.” even our sister Marianist Schools.

Grounded in our Marianist tradition and enhanced by our incorporation of Hawaiian values, the Center will provide students with: (1) theoretical frameworks for understanding successful leadership; (2) practical experiences to assist participants in developing their own leadership skills; and (3) reflective experiences that will support the ongoing development of their leadership practices.

Certificates in Leadership will be given across all disciplines to Chaminade students. The Center will also attract external expertise and provide professional development to lifelong learners. Participants who complete this signature program will be prepared to step into leadership roles in nonprofit, charitable, and community-based organizations, thereby living the mission and values of Chaminade University.

2 . I N C R E A S E O U R V I S I B I L I T Y W I T H I N T H E C AT H O L I C C O M M U N I T Y

To increase the visibility of our mission and values within the community, we will enhance relationships with Diocese of Honolulu and parishes around the state with activities to enrich the Church—continuing the partnership in preparing deacons, working to provide professional development to Catholic school teachers and parish catechists, and assisting the Church with ongoing professional training in areas in which Chaminade has expertise.

3 . D E E P E N N AT I V E H A W A I I A N PA R T N E R S H I P S

To fulfill and grow our identity as a Native Hawaiian-serving university, it is recommended that we continue to deepen our relationships with individuals and organizations that are positively impacting the Native Hawaiian community. We want Chaminade to be known as the preeminent educational institution for student success.

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Makakoho Five

Financial Fitness Perpetuating Chaminade as a university of opportunity and academic excellence depends upon our ability to be a thriving, financially sustainable organization.

Our mission cannot be advanced without changing Chaminade’s basic calculus from subsistence to prosperity. To offer a transformational education, we must invest in our faculty and staff, academic programs, high-impact student development opportunities, faculty research, and innovative signature programs. With a mission to serve those who have low levels of privilege, increasing tuition poses a real risk to the fundamental nature of a Chaminade education. We must diversify our revenue resources and integrate our central values, mission- and student-oriented stance with a business-savvy, market-responsive, institutional approach. Our institutional planning and efforts will be informed by data and analysis, which will allow us to be more innovative and to take some calculated risks. To sustain Chaminade’s future, it is recommended that we: (1) diversify academic program offerings, (2) maximize efficiencies in departmental operations, (3) stabilize enrollment, (4) secure lifelong engagement with our alumni, and (5) prioritize fundraising efforts to secure major gifts and grow the institutional endowment.

Indicators of success will include revenue and enrollment increases, operating efficiencies, and fundraising success.

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1 . D I V E R S I F Y A C A D E M I C PROGRAM OFFERINGS

Given the current higher education climate of nationwide shrinking enrollment of traditional undergraduate students, we can no longer rely on undergraduate tuition to fund the University’s operating budget. This dependency is restricting growth and is an existential threat to our University. Cast as an opportunity, it provides impetus to grow revenue in other areas. New degree programs, summer institutes, and certificate programs will be developed strategically, using datadriven methods, in response to learner and workforce needs and developed to align with our mission and social responsibility. Through these diverse programs, Chaminade will be strategically positioned—online, on-ground, in the community and the workplace—as well as seamlessly integrated with early college and community college programs.

2 . M A X I M I Z E E F F I C I E N C I E S I N D E PA R T M E N TA L O P E R AT I O N S

The implementation of best practices, data-informed decision-making and technological solutions will increase workflow efficiencies and productivity. Each department will be responsible to recommend solutions, and vet technology, using evidence-based practices. It is recommended that we budget for technological solutions, document business processes to eliminate redundancies, and reconsider and redesign data storage to increase accessibility University-wide. This will require a commitment from all employees to embrace a spirit of cross-campus collaboration and mutual support to adopt more student-focused processes and policies. Full implementation of such solutions will require attention to interdepartmental communication and collaboration, transparency, and accountability in our fiscal decision-making, as well as focused training and ongoing professional development for faculty and staff.

3 . S TA B I L I Z E E N R O L L M E N T

As stated, we can no longer rely on a traditional undergraduate population to maintain our enrollment numbers.

While we expand our programs and offerings to attract online and continuing education students, we will also develop and expand our current markets. It is recommended that we recruit more heavily from the mainland, community colleges, and international schools. Further, by deepening our relationships within the Native Hawaiian community and the Catholic Church in Hawai‘i, we can ensure that Chaminade is the choice for Native Hawaiian students, and for families who desire that their children continue their education within the Catholic tradition.

4 . S E C U R E L I F E LO N G E N G A G E M E N T W I T H O U R A LU M N I

Alumni should be an institution’s most loyal supporters, providing the best opportunities for financial support, professional networking, employment, and mentoring as well as word-of-mouth marketing. Through proactive stewardship, we can secure lifelong relationships with this important constituency, enriching the experience of current students and alumni while sustaining our future through additional gifts.

5 . P R I O R I T I Z E P H I L A N T H R O P I C S U P P O R T

To help fund the vision for the future, it is recommended that the Advancement Office focus efforts on those activities reaping the largest rewards: major gifts, including scholarships and planned giving. By cultivating major gift donors, Chaminade can secure the funds that will be needed for implementation of many of these priorities.

Given that the demand for both need-based and merit-based aid will continue to grow, the office should continue to focus on establishing endowed scholarships. Lastly, by growing the institutional endowment through planned gifts, we can provide a larger sustainable pool of funds to offset the operating budget.

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Ke ala mua, or “the path forward�, outlines our vision for the future of Chaminade University and details our plan for action and progress. Mahalo for your support and partnership in helping Chaminade University grow into the excellent, relevant university of the future.

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