Pūpūkahi i Holomua 2024-2030 Strategic Plan
Through collaboration, dedication and an unwavering commitment to our mission, we will continue to shape the future of education and inspire the next generation of leaders.
MESSAGE FROM OUR PRESIDENT AND BOARD OF REGENTS CHAIR
Dear Chaminade ‘Ohana, As we embark on this transformative journey together, we are pleased to share Chaminade University’s new Strategic Plan 2024-2030, which is the compass that will guide us over the next five years. This plan is the culmination of our shared vision for growth, excellence and holistic development, building upon our rich history and the foundation of our host culture here in Hawai‘i. Twice each decade, we have the opportunity to assess where we stand, envision where we want to go, and chart a course that ensures we remain at the forefront of academic excellence and societal impact. Our Strategic Plan is not merely a document; it is the blueprint for the next phase of our journey, a roadmap that aligns our collective efforts towards a common vision. Central to that vision is our Marianist Catholic mission, which is a comprehensive and dynamic commitment that seeks to form individuals who are not only academically competent but also deeply committed to living out their faith in service to others. This Strategic Plan has been carefully crafted to elevate the Chaminade experience for both present and future generations. Our connection to Hawai‘i and its culture is deeply ingrained in our strategic objectives. We are steadfast in nurturing a sense of place that is rooted in the values and traditions of Hawai‘i. Through land stewardship and sustained partnerships with the local community, we strive to deepen our ties to Hawai‘i, honoring and preserving its heritage, and perpetuating its culture. Looking ahead, our future plans and vision are anchored in a commitment to excellence, service and transformative education. We see a University that not only adapts to change but also drives positive change. Through collaboration, dedication and an unwavering commitment to our mission, we will continue to shape the future of education and inspire the next generation of leaders.This growth not only benefits our University but it also contributes to the vibrant tapestry of our society. Mahalo nui loa for your ongoing dedication to Chaminade University and your commitment to our shared mission. Let us move forward together, embracing the opportunities that lie ahead. With warmest regards,
LYNN BABINGTON, President CHAMINADE UNIVERSITY
KEIKI PUA DANCIL, Board of Regents Chair CHAMINADE UNIVERSITY
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MESSAGE FROM OUR BOARD OF REGENTS CHAIR
THE PROMISE:
Our Shared Kuleana
Nurturing Minds, Enriching Souls, Perpetuating Ola
Aloha, Chaminade ‘Ohana: I am delighted to share with you a pivotal moment in the life of Chaminade University—a moment that signifies not only a commitment to excellence in education but also a call to deepen our Marianist educational tradition. In crafting our Strategic Plan, great care has been taken to ensure that it aligns with the values inherent in the Marianist tradition of education. This tradition, founded on the principles of community, faith, social justice and intellectual inquiry, has been a guiding light throughout the history of our University. Over the years that tradition has shaped the way we educate students both in mind and soul. The Strategic Plan outlines a path that reinforces our commitment to academic excellence, social justice and the holistic development of each individual within our community. It is a blueprint that, while embracing innovation and progress, calls us to deepen our understanding of our Marianist and Catholic identity, to be innovative in helping our students grasp the unique opportunity an education at Chaminade University provides, and which helps guide individuals to deepen their faith and to respond to the needs of the world. Our goal is not only to impart knowledge but to cultivate wisdom, to foster a sense of responsibility for the common good, and to instill a deep sense of purpose in all that we do. I am confident that our Strategic Plan will not only guide us as an institution but also contribute meaningfully to the broader community. Together, let us continue to be beacons of light, illuminating minds and hearts with the transformative power of education grounded in faith. Thank you for your unwavering commitment to our University’s mission and vision. Sincerely,
BROTHER ED BRINK, S.M.
Vice President of Mission and Rector
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“Pūpūkahi i Holomua” Unite to Move Forward
We give more than we take. We make things better than when we arrived. That’s our belief in reciprocity and how the spirit of aloha endures at Chaminade. Through our endeavors and initiatives, Chaminade University will strive to fulfill five overarching commitments. This is our kuleana. ACADEMIC EXCELLENCE
Introduce new programs that reflect community needs and enhance partnerships, improve student success outcomes, and promote faculty and staff development to increase student engagement.
BELONGING AND WELL-BEING
Assess and strengthen the sense of belonging and well-being across campus, promote a spirit of reciprocity inspired by Hawai’i’s culture and diverse people, and encourage empathy and understanding.
PLACE, PURPOSE AND VALUES
Refine our personal and communal connections with our distinctive Catholic and Marianist culture and mission, while placing our current values in a historical context that examines the role of the Kānaka Maoli.
INSTITUTIONAL SUSTAINABILITY
Create and maintain conditions that will support present and future generations, and stimulate innovation and growth in a responsible and diverse manner, which aligns with the United Nations’ 17 Sustainable Development Goals.
COMMUNITY PARTNERSHIP AND IMPACT
Underscore the importance of aligning institutional goals with the needs and aspirations of the community, fostering collaboration, and ensuring that the University’s initiatives have a meaningful and sustainable effect on both local and global scales.
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KULEANA ONE:
Academic Excellence Marianist Value: Integral, Quality Education
Achieving academic excellence involves a multifaceted approach that encompasses various aspects of education, research, faculty development and student support.
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establish itself as a premier >> Toacademic institution in the Pacific,
Chaminade University will focus on bold approaches to teaching, mentoring and creative endeavors within an engaging community of scholars characterized by intellectual curiosity, cultural awareness and a commitment to global citizenry. The cultivation of pertinent knowledge and skills, coupled with experiential learning and professional readiness, will be imbued with our Chaminade mission and heritage. This integration will anchor our University within the dynamic landscape of Hawai‘i, fostering connections to varying opportunities. Our educational and extracurricular offerings will be strategically positioned to expand academic programs that meet community needs, particularly focusing on inclusive growth in the health sciences, public health, economy and data science. These initiatives are designed to uphold curricular excellence, bolster student success, promote an active campus life, enhance the value for our graduates, and fortify the strength and vitality of our community. This alignment aims to equip our students with the knowledge and skills to emerge as leaders capable of addressing the most critical challenges in both our local community and the broader world. GOAL 1: ENHANCE THE RELEVANCY OF ACADEMIC DEGREE PROGRAMS TO STUDENTS’ CAREER GOALS
Design new and existing academic degree programs to provide students with a liberal and holistic education while also preparing them to be successful in their chosen career fields in order to make a meaningful difference in their community.
GOAL 2: IMPROVE STUDENT SUCCESS OUTCOMES ACROSS THE CURRICULUM A N D A F T E R G R A D U AT I O N
Expand academic support and intervention to improve student success across the curriculum while also curating opportunities for students to engage in curricular and co-curricular programs emphasizing personal growth, professional development and lifelong learning. Potential Pathways: • Mentorship programs focused on students’ post-graduate goals and opportunities • Expansion of career services and student professional development programming • Incentives for students to engage in community and career-related service learning G O A L 3 : P R O M O T E FA C U LT Y A N D S TA F F D E V E L O P M E N T T H AT I N C R E A S E S S T U D E N T ENGAGEMENT AND OUTCOMES
Invest in faculty development that is designed to increase student engagement inside and outside of the classroom via high impact practices while also ensuring these efforts improve student attainment of program-level learning outcomes related to post-graduate goals. Potential Pathways: • Faculty/staff collaboration with industry partners to gain insights into emerging trends • Incentives for interdisciplinary collaboration with local community organizations • Professional development for science of teachinglearning to support student engagement
Potential Pathways: • Internship and shadowing experiences incorporated into academic degree programs • Interdisciplinary institutes that connect academic majors to industry and career partners • Degree programs incorporating industry certifications and professional standards
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KULEANA TWO:
Belonging and Well-Being Marianist Value: Education in the Family Spirit
Cultivating a dynamic and inclusive campus community—while grounding our efforts in a spirit of reciprocity with Hawai‘i’s unique people, culture and environment— is integral to realizing the goals outlined in Strategic Plan 2024-2030.
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>> Chaminade University is dedicated
to nurturing and sustaining the well-being and pride of Silverswords, reinforcing a profound sense of belonging, identity and ‘ohana on campus. We pledge intentional investments in physical spaces, artistic initiatives, athletic programs, and diverse social and experiential activities. Our collaborative approach to co-curricular and extracurricular programming will be transformative and guided by our Marianist-Catholic mission and values. Emphasizing holistic student development, respect, service and social justice, these initiatives aim to break down barriers to events and activities. Strengthening the residential experience, encouraging significant participation, and stimulating rich interactions among students, staff and faculty—including meaningful learning and reflection—will be fundamental to our approach. Furthermore, we recognize the importance of alumni, families and off-campus engagement in establishing relevant connections and networks that contribute to a vibrant and inclusive campus community. Through these concerted efforts, we aspire to create an environment where every member feels valued, connected and empowered to contribute to the shared mission and vision of Chaminade University.
G O A L 1 : A S S E S S A N D S T R E N GT H E N FEELINGS OF BELONGING AND W E L L- B E I N G AC R O S S O U R CA M P U S
Conduct regular outreach to assess feelings of belonging and well-being within the entire campus community and particularly among members of marginalized communities in order to offer programs that strengthen feelings of belonging and well-being for all.
GOAL 2: PROMOTE A SPIRIT OF RECIPROCITY INSPIRED BY HAWAIʻI’S DIVERSE PEOPLES AND VALUES
Drawing upon leaders in our local community, promote shared understanding and appreciation for Hawai‘i, its people and values with an overriding emphasis on reciprocity with our island environment and respect for the unique wisdom of the Kānaka Maoli. Potential Pathways: • New coursework and student orientations on the history, cultures and peoples of Hawai‘i • Annual retreats focused on promoting an ethos of aloha ‘āina for our campus ‘ohana • New speaker series featuring Native Hawaiian cultural practitioners and wisdom G O A L 3 : P R O M O T E A C U LT U R E O F C O M M U N I T Y W E L L - B E I N G T H AT E N C O U R A G E S E M PAT H Y F O R O T H E R S
Promote a campus culture that values the health and well-being of our community by encouraging all members of our campus ‘ohana to empathize with the perspectives of others, as we support the physical, psychological and spiritual needs of our community. Potential Pathways: • Increased outreach and support for students struggling with mental health and well-being • Annual publications spotlighting the diverse voices and shared journey of our students • Campus dialogues focused on promoting greater empathy and shared understanding
Potential Pathways: • Campus climate survey that assesses feelings of belonging and well-being • Programs that celebrate our diversity of differences alongside our shared values • Student, faculty and staff ombuds programs to increase dialogue and promote well-being
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KULEANA THREE:
Place, Purpose and Values Marianist Value: Education for Formation in Faith
We are committed to creating a profound sense of place, purpose, and values that resonate with the core tenets of Catholic and Marianist principles.
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>> Our strategic vision
is based in the recognition that a strong sense of place instills a supportive and enriching environment for our diverse community of learners. Our purpose is clear: to provide an exceptional education that transcends traditional boundaries, incorporating the timeless values of compassion, service and social justice. Embracing Catholic and Marianist values, we strive to impart to our students a sense of responsibility to society, strengthening ethical leadership and a commitment to the common good. Our distinctive institutional culture is shaped by the synthesis of academic rigor and faith-based values. By weaving these elements into the fabric of our daily interactions, we seek to inculcate our community with a sense of purpose that extends beyond academic achievement, openly accepting the holistic development of each individual. In embracing our sense of place, purpose and values, we chart a course toward a future where the transformative power of education is harnessed for the betterment of individuals and society as a whole.
GOAL 1: PERSONALIZE OUR MISSION A N D V A L U E S T H R O U G H F O R M AT I V E E X P E R I E N C E S T H AT M AT T E R
Develop opportunities for students, faculty and staff to connect with our Marianist-Catholic mission and legacy as educators for the people of Hawai‘i in ways that are highly personal and authentic so that we can feel a greater connection to our common purpose. Potential Pathways: • Educational retreats focused on elucidating our Catholic intellectual tradition
G O A L 2 : C U LT I V AT E A G R E AT E R S E N S E OF PLACE ROOTED IN HAWAIʻI AND OUR H O S T C U LT U R E
Develop new programs and initiatives that cultivate a more sophisticated understanding of Hawai‘i and its people—examining history, culture and spirituality—in order to appreciate the role of the Kānaka Maoli community as our collective host culture. Potential Pathways: • Development of a land acknowledgment and respect for Hawai‘i’s native people • Development of roles dedicated to education and promotion of Kānaka wisdom • Educational programs, certificates and protocols for Native Hawaiian history and culture G O A L 3 : E N H A N C E C O M M U N I C AT I O N O F OUR UNIQUE MISSION AND IDENTITY TO EXTERNAL AUDIENCES
Expand the manner in which we communicate our unique mission, identity and values externally so that we can better differentiate our distinctive approach to education in Hawai‘i and the value proposition that we offer to our students and the community. Potential Pathways: • Online and material publications focused on communicating our mission and identity • Multimedia series focused on our unique Catholicand Native-Hawaiian-serving identity • Creation of community Ambassadors program to promote our mission/identity locally
• Publications, exhibitions and tours on the history of our institutional legacy in Hawai‘i • Service-learning opportunities that manifest our mission for students, faculty and staff
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KULEANA FOUR:
Institutional Sustainability Marianist Value: Education for Adaptation and Change
As a University respectful of Hawai‘i’s culture and values, we recognize the imperative to promote sustainability in every aspect of our institution.
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>> In our pursuit of sustainability,
we recognize the symbiotic relationship between environmental consciousness and the overall well-being of our community. Therefore, we strive to educate our students about the importance of ecological stewardship, instilling a sense of lokahi (harmony) with the environment and a commitment to sustainable practices that they will carry into their futures. As we work towards enhancing sustainability, we understand that enrollment growth is crucial for the long-term vitality of our institution. To achieve this, we aim to promote our institutional culture as a unique and enriching aspect of the educational experience we offer. By showcasing our commitment to sustainability and cultural values, we want to attract a diverse and engaged student body.
Potential Pathways: • Expand outreach and support to increase partnerships with local Hawai‘i high schools • Develop custom education programs and credentials to attract and support local students • Develop degree programs that respond to local community needs and priorities GOAL 2: INCREASE AND DIVERSIFY NEW REVENUES FOR REINVESTMENT WITHIN OUR INSTITUTION
Encourage innovation and growth in ways that both diversify and increase overall revenues for the University so that our institution can sustainably reinvest these new monies into our employees and in service to our students.
In tandem with these efforts, we acknowledge the need to diversify and increase revenue streams to ensure the financial sustainability of our University. This involves exploring innovative partnerships, expanding traditional undergraduate, graduate and online education offerings, and developing connections with industries aligned with our mission and values.
Potential Pathways:
In essence, our commitment to sustainability is a holistic endeavor that goes beyond mere environmental initiatives. It embodies a dedication to preserving and enhancing our unique cultural identity, values and resources, thus creating a legacy that aligns with the principles of aloha, stewardship and resilience. Through these collective efforts, we envision our University as a beacon of sustainability, where our commitment to the environment and culture converges to create a brighter future for generations to come.
GOAL 3: IMPROVE STEWARDSHIP OF OUR ENVIRONMENT AND RESOURCES I N S E R V I C E T O S U S TA I N A B I L I T Y
G O A L 1 : G R A D U A L LY I N C R E A S E ENROLLMENT WHILE PROMOTING OUR I N S T I T U T I O N A L C U LT U R E A N D V A L U E S
Sustainably increase our undergraduate, graduate and online student enrollment over time by attracting students who want to be members of a values-based community in Hawai‘i, and who seek to serve more than just themselves through their journey.
• Expand auxiliary revenues through entrepreneurial use of residence halls and buildings • Grow graduate revenues in new fields and diversify undergraduate enrollment • Increase sponsored programs, grants and donations to fund new innovations
In partnership with our United Nations CIFAL Center, develop innovative solutions to improve sustainability and prioritize the UN Sustainable Development Goals (SDGs) so that we can become better stewards of our unique physical, financial and environmental resources. Potential Pathways: • Assess sustainability priorities for campus resources to improve savings and aloha ‘āina • Increase sustainability stewardship programs such as solar, food waste and recycling • Incorporate United Nations sustainability goals into curricula and campus operations
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KULEANA FIVE:
Community Partnership and Impact Marianist Value: Education for Service, Justice, Peace and the Integrity of Creation
We realize that education is not just a means to personal success but a powerful tool to contribute to the greater good. This ethos extends beyond the campus, emphasizing the importance of partnerships with communities.
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>> In our pursuit of excellence,
we understand that responding to the evolving needs of our communities is paramount. Therefore, we prioritize the development of new programs that directly address community needs, ensuring that our educational offerings are not only academically rigorous but also responsive and relevant to the challenges and opportunities faced by the communities we serve. Chaminade’s engagement with communities is not just a one-time initiative but a continuous investment in sustained partnerships. These collaborations serve not only to address immediate needs but also to create lasting impacts on the well-being and resilience of the communities involved. By actively participating in service, justice and peace initiatives, Chaminade students and faculty become catalysts for positive change, empowering individuals and encouraging a sense of community agency. To further amplify the impact of our partnerships, Chaminade University is dedicated to expanding community and alumni engagement through innovative outreach and communication strategies. By leveraging technology and embracing new communication channels, the University aspires to strengthen connections with its community stakeholders, cultivating a sense of shared purpose and collaboration.
GOAL 1: PRIORITIZE NEW PROGRAMS T H AT R E S P O N D T O C O M M U N I T Y N E E D S A N D PA R T N E R S H I P S
Instantiate our commitment to serve not as a Research-1 university, but as a Community-1 University; making our institutional orientation “Community First” and responding with new programs and scholarly insights that support our local, regional and global community.
Potential Pathways: • Create community advisory groups representing local, national and global stakeholders • Design new degree programs to prepare graduates to address community needs • Assess our institutional impact in terms of community outcomes and development G O A L 2 : I N V E S T I N S U S TA I N E D PA R T N E R S H I P S W I T H C O M M U N I T Y S TA K E H O L D E R S F O R G R E AT E R I M PA C T
Invest in longitudinal relationships and formalized partnerships with key community organizations who share our values and who can help us leverage our work for greater impact across our local community. Potential Pathways: • Promote long-term partnerships for degree program offerings with local organizations • Develop and design programs in response to articulated needs within the community • Leverage our behavioral health and wellness expertise to offer clinical resources G O A L 3 : E X PA N D C O M M U N I T Y A N D ALUMNI ENGAGEMENT VIA NEW O U T R E A C H A N D C O M M U N I C AT I O N S
Increase efforts to build greater engagement and rapport among key constituencies within our local and regional communities, as well as the Chaminade University alumni network by improving outreach, networking and communications. Potential Pathways: • Offer regional clubs, meetings and retreats to expand alumni and community engagement • Host regular alumni reunions on campus and regional alumni events in other states • Establish an online community/hub for local alumni with career networking resources
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The Strategic Planning Process Aloha kākou, Inspired by the desire to examine and discern our next set of strategic priorities, the Chaminade University ‘ohana united to develop a Strategic Plan that reflects our mission and commitments as an institution of higher learning dedicated to Hawai‘i. Our distinctive Catholic Marianist approach to educating the whole person—and our legacy of serving the peoples of Hawai‘i and the Pacific—have been a foundation for our strategic priorities. Our strategic planning process occurred over a 12-month timeframe in three distinct stages—each one building upon and informing the next. STAGE 1 Broad Input: Solicit and
Compile Feedback from Broad Range of Stakeholders
STAGE 2 Deep Analysis: Study Strategic
Themes in Detail and Make Recommendations
STAGE 3 Strategic Priorities: Evaluate
Recommendations and Finalize Strategic Priorities
All University stakeholders received the opportunity to provide input, with a steering committee guiding the overarching process and task forces diving even deeper into each of our areas of kuleana. We offered a number of online and in-person opportunities for our University ‘ohana to share their ideas, recommendations and feedback on the potential priorities for the Strategic Plan. This bottomup stage of the strategic planning process ensured that a diverse set of perspectives and voices was available for us to consider further.
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Once input from the University stakeholders was collected, strategic themes were formed and further discussed, considered and weighed. Themes were studied by five independent Task Forces, which gathered additional information and input as needed. Each Task Force prepared written reports with recommendations for potential strategic goals and initiatives. In the last stage of the strategic planning process, a Strategic Planning Steering Committee—representative of the University and our stakeholder groups— carefully considered the reports and recommendations of each Task Force, and developed a final set of potential strategic priorities for consideration by President Lynn Babington. In addition to finalizing a new Strategic Plan, a secondary goal of the process has been to invigorate our campus community with a shared sense of commitment to the future. The hope is for the plan—and its associated goals and initiatives—to be motivating and accessible to everyone on campus as well as alumni and key stakeholders. I am grateful for the opportunity to have led the University community through this process, and I look forward to even greater accomplishments by Chaminade University. Mahalo,
LANCE ASKILDSON, PH.D.
Provost and Senior Vice President
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STRATEGIC PLANNING STEERING COMMITTEE
JOHN FIELD, MBA ‘84, Member of
& Senior Vice President for Academic Affairs (Committee Chair)
CONNOR FLYNN ‘21, Data Analyst
LANCE ASKILDSON, Provost
the Board of Regents & Previous Chair of the Board; Chaminade University of Honolulu
EDWARD BRINK, Rector & Vice
in the National Science Foundation S-STEM Program, Chaminade University of Honolulu Alumnus
DAVID CARTER, President of
and Behavioral Sciences & Professor of Psychology
President for Mission; Marianist Brother
Faculty Senate & Professor of Forensic Sciences
CATHY LEE CHONG, Assistant
Vice President for University Communications HANS CHUN, Director of
Educational Leadership Programs & Associate Professor of Education
JOLENE COGBILL, Ho’oulu
GUANLIN GAO, Director of the Economic Education Center for Excellence & Associate Professor of Economics
HANS CHUN, Director of
GAIL GRABOWSKY, Dean of
Natural Sciences and Math, Director of UN CIFAL & Professor of Environmental Science and Studies
for Development & Advancement; Member of Board of Governors
Development & Advancement
for Enrollment Management & Associate Provost, Student Success
JANET DAVIDSON, Vice Provost
for Academic Affairs & Professor of Criminology
CHERYL EDELSON, Dean of
Humanities, Arts and Design & Professor of English
JILL HIGASHI, Vice President for
ALLISON JEROME, Vice President
for Student Affairs & Dean of Students
AULANI KA‘ANOI ’93, MBA ’96,
Vice President for Finance & Facilities; Chaminade University of Honolulu Alumna ELISABETH MATHER, MSCP ’18,
Associate Director of the Counseling Center; Chaminade University of Honolulu Alumna
PAMELA ODA ’25, President of the
Student Government Association, Undergraduate Student
DUSTYN RAGASA ‘07, Director of Pastoral Theology Program & Assistant Professor; Chaminade University of Honolulu Alumnus
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ACADEMIC EXCELLENCE
DAVID CARTER, President of
RHOBERTA HALEY, Dean of Nursing and Health Professions & Professor of Nursing
JENNIFER CREECH, Vice President
TASK FORCE COMMITTEES
DALE FRYXELL, Dean of Education
Program Coordinator, Academic Navigator & Associate Professor of Biology
GARY CORDOVA, Vice President
JIM HELLER SUTTON, Director of the Center for Teaching & Learning
Faculty Senate & Professor of Forensic Sciences (Co-Chair) Educational Leadership Programs & Associate Professor of Education
JANET DAVIDSON, Vice Provost
for Academic Affairs & Professor of Criminology (Co-Chair)
CHERYL EDELSON, Dean of
Humanities, Arts and Design & Professor of English
DALE FRYXELL, Dean of Education
and Behavioral Sciences & Professor of Psychology
WERA PANOW-LOUI, Lecturer of
Marketing, School of Business & Communication DANIELLE MASUDA, Associate
Vice President for Student Success
PONO RIDDLE, Academic Advisor,
Office of Student Success
JIM HELLER SUTTON, Director of the Center for Teaching & Learning JASMINE MONDELO ’25,
Accounting (Student Representative)
HELEN TURNER, Director of Research for UN CIFAL & Professor of Biology
JUSTIN WYBLE, Coordinator for the English Program & Assistant Professor of English
SENSE OF BELONGING HANS CHUN, Director of
Educational Leadership Programs & Associate Professor of Education
JOLENE COGBILL, Ho’oulu
Program Coordinator, Academic Navigator & Associate Professor of Biology
JENNIFER CREECH, Vice President
for Enrollment Management & Associate Provost, Student Success (Co-Chair)
JANET DAVIDSON, Vice Provost
for Academic Affairs & Professor of Criminology
DARREN IWAMOTO, Graduate
Programs Director & Professor of Psychology
ALLISON JEROME, Vice President for Student Affairs & Dean of Students (Co-Chair) DANIELLE MASUDA, Associate
Vice President for Student Success
ELISABETH MATHER, MSCP ’18,
Associate Director of the Counseling Center; Chaminade University of Honolulu Alumna
PAMELA ODA ‘25, President of the
CHRISTINE DENTON, Vice
CHERYL EDELSON, Dean of
DUSTYN RAGASA ’07, Director of Pastoral Theology Program & Assistant Professor; Chaminade University of Honolulu Alumnus
HALEY MO‘OKINI ’25, Psychology (Student Representative)
NANCY DA SILVA, Associate Vice President for Financial Aid
Lecturer of English
Natural Sciences and Mathematics, Director of UN CIFAL & Professor of Environmental Science and Studies
Student Government Association, Undergraduate Student
LORIN RAMOCKI, Coordinator
of the Communication & Public Health Program & Associate Professor of Nursing
President of Legal Affairs & Administration
KOREEN NAKAHODO, Senior
DUSTYN RAGASA ’07, Director
LEILANI RIAHI, Director of
of Pastoral Theology Program & Assistant Professor; Chaminade University of Honolulu Alumnus (Co-Chair)
JIM HELLER SUTTON, Director of the Center for Teaching & Learning
Professor of Communication; Former Faculty Senate President
Counseling Services
COMMITMENT TO OUR PURPOSE
EDWARD BRINK, Rector & Vice
President for Mission; Marianist Brother (Co-Chair)
JANE CHANG, Executive Assistant
to the Office of the Rector & the Office of the President
CATHY LEE CHONG, Assistant Vice President for University Communications
JOLENE COGBILL, Ho’oulu Program
Coordinator, Academic Navigator & Associate Professor of Biology
EVA WASHBURN-REPOLLO,
FR. MARTIN SOLMA, SM, Special
Assistant to the President and University Chaplain (Ad Hoc Member)
PAMELA SMITH, Associate Dean,
Humanities, Arts and Design & Professor of English (Co-Chair)
GAIL GRABOWSKY, Dean of
ABIGAIL HURGO, Associate
Vice President for Enrollment Management
AULANI KAʻANOI ‘93, MBA ‘96,
Senior Vice President for Finance & Facilities; Chaminade University of Honolulu Alumna (Co-Chair) KATRINA ROSELER, Director of
Teacher Preparation Programs & Associate Professor of Education
Director of the Doctor of Nursing Practice & Associate Professor of Nursing
EDUARD MERC, Director of
Director of Campus Ministry; Marianist Priest (Ad Hoc Member)
the Arts & Design & Associate Professor of Arts & Design
the MBA Program & Assistant Professor of Business
FR. CHRISTOPHER WITTMAN,
JUNGHWA SUH, Coordinator for
SR. MALIA WONG, Director of the BDK-Fujitani Interfaith Program & Sr. Lecturer of Religious Studies
JULIEANN TUPUOLA, MED ‘19,
SUSTAINABLE DEVELOPMENT
JENNIFER CREECH, Vice President
for Enrollment Management & Associate Provost, Student Success
Director of Facilities
KAHOALI’I KEAHI-WOOD,
Cultural Engagement Specialist; Environmental Science Studies Coordinator & Lecturer
COMMUNITY FOCUSED
DAVID COLEMAN, Director of the Chuuk Program & Professor of Religious Studies
GARY CORDOVA, Vice President for Development & Advancement; Member of Board of Governors
CONNOR FLYNN ‘21, Data Analyst in the National Science Foundation S-STEM Program, Chaminade University of Honolulu Alumnus LISA FURUTA, Vice President for University Communications & Marketing (Co-Chair)
GUANLIN GAO, Director of the Economic Education Center for Excellence & Associate Professor of Economics
RHOBERTA HALEY, Dean of Nursing and Health Professions & Professor of Nursing (Co-Chair) BLENDINE HAWKINS, Director of
the Doctor of Marriage and Family Therapy Program & Professor of Psychology
LUPITA RUIZ-JONES, Coordinator & Assistant Professor of Environmental Science RICHARD KIDO, Coordinator and
Professor of Accounting; Former Faculty Senate President
JOLEIGH BALLESTEROSMAGDARO ’25, Community
and Public Health (Student Representative)
KOLE NAGAI ’24, Data Science,
Analytics and Visualization (Student Representative)
AMBER NOGUCHI, Director of Undergraduate Research and Pre-Professional Programs CLAIRE KENDAL-WRIGHT,
Senior Director of the Office of Sponsored Programs & Professor of Biology
3140 Wai‘alae Avenue Honolulu, Hawai‘i 96816 chaminade.edu