Chaminade University Strategic Plan 2024-2030
Developing a strategic plan begins with a period of reflection upon our Mission and Commitments as an institution of higher learning. Our distinctive Marianist approach to educating the whole person—and our legacy of serving the peoples of Hawaii and the Pacific—should form an essential foundation for our strategic priorities to come. Our next strategic plan will not change who we are, but it should help us refine how, where and when we focus our attention on specific areas related to our mission and values.
Ke Ala Mua Strategic Plan 2019-2024
Strategic Plan 2024-2030 Process Letter (Stage 1)
Strategic Plan Update Letter (Stage 2)
University Strategic Plan Task Force Membership
University Strategic Plan Steering Committee
Strategic Plan Update Letter (Stage 3)
Strategic Plan Task Force Reports with Appendices
Strategic Planning Intended Outcomes
- Broad input from all stakeholders—students, alumni, staff, faculty, board and the community
- Deep discussion of targeted themes — detailed analysis and close examination of priorities
- Narrow scope; decide what not to prioritize; not all priorities can be in the plan
- Relatable and memorable strategic priorities; broadly meaningful to stakeholders
- Visual model to improve access & utilization; simple and easy to understand/remember
- Distinctive tagline/phrase that captures plan; ethos of the direction in which we are moving
- Concise plan strategy that excites and motivates; aspirational vision for our future
- Achievable KPI’s aligned with strategic goals; progress needs to be assessed
Strategic Planning Process
Identify the Strategic Planning Bodies
This will be categorized in four categories:
- Major Chaminade Stakeholders to include faculty, students, staff, Board, alumni and leadership
- Steering Committee will consist of a cross-section of key personnel representing the entire university community
- Thematic Task Forces to identify stakeholders with relevant insights made-up of university stakeholders and individuals with unique insight or expertise
- Executive Decision Makers: Alaka’i, President and Board
Three-Stage Approach Timeline
Phase 1: Stakeholder Input
January to March: Talk Stories; Open Forums; Feedback Forms
- Broad stakeholder consultation
- Solicit and compile input, as well as identify strategic themes
- Talk Story 1 (In-Person) Friday, Feb. 17 at 12:30PM in the Sullivan Lawn Tent (Lunch Provided) RSVP Here
Phase 2: Examine Strategic Themes
April to September: Task Forces; Deep Analysis; Reports & Recommendations
- Thematic Examination and Analysis
- Examine strategic themes and Make Recommendation
- Task Force 1: Academic Excellence in Servicing our Students
- Task Force 2: Sense of Belonging & Wellbeing for our Entire ‘Ohana
- Task Force 3: Commitment to our Purpose, Place and Values
- Task Force 4: Sustainable Development for our Shared Future
- Task Force 5: Community Focused Growth & Impact
Phase 3: Finalize Strategic Goals & KPI’s
October to December: Steering Committee; Hui Alaka’i; President and BoR Decisions
- Synthesis and Evaluation; Evaluate recommendations
- Refine Goals, Objectives and KPI’s; Finalize Strategic Priorities & Plan
