Cathedral of St. Andrew (CSA) October 23, 2018

STRATEGIC PLAN – 2019 TO 2021 (HONOLULU, HAWAI‘I)

Overview

1. Setting Context/Background

2. Current Mission, Vision and Canon & By-Laws

3. CSA Chapter Strategic Process

4. Strategic Planning Committee RecommendationsA. Business Model

B. Strategic Framework

5. Strategic Activities, Implementation and Monitoring

6. Next Steps+

7. Slate of Strategic Elements

1. Setting Context/Background

1A. Setting Context of the CSA Chapter Strategic Plan

St. Andrew’s Cathedral has undergone considerable change, both in its leadership and in its staffing for many years. Since 1971 only one Dean (Dean Knight, 1984-94) has served for more than a few years. Several have resigned as Dean to take a post as Rector on the mainland. That is unusually high turnover for the Diocese and for the Episcopal Church. It also has meant that there is no stability for congregational cultural change – that usually requires at least seven years. The Dean is expected to be the leader and steer the wa‘a kaulua for the long haul and not just through a present segment of the voyage. Dean Walter Brownridge resigned in summer, 2016, followed a few months later by the resignation of John Renke, Director of Music. These events were preceded and followed by a period of instability and financial uncertainty.

According to Bishop Bob’s figures, Plate/Pledge (P/P) of the Cathedral has been relatively flat from 2003 to 2017. ASA fluctuates between 225 and 275 and P/P between $280,000 and $380,000 (truly up and down from year to year with no trend up or down). Generally, as a trend, it is flat at an ASA 250 and P/P $350,000 over the fifteen years. However, it’s instructive to look more closely at the response to events in the last few years in order to see what’s worked or not, and try to discern a possible path forward.

As the new leadership began to understand the unique implications and new realities that resulted from these changes, it was also acknowledged that the Cathedral is facing some challenges that are similar to those being faced by other churches, specifically, that today’s church may not be perceived as relevant to the needs of its congregation, nor appealing to young adults, busy families or visitors to the church. And, that there is not only a moral obligation, but also a desire to address the growing challenges in the surrounding downtown neighborhood.

Thus, it was envisioned that a leadership retreat which would include an organizational assessment and a strategic planning dialogue based on the results of such an assessment could be a productive activity and a powerful experience for all involved. This plan reflects the work product of such a retreat with Chapter members, providing a proposed multi-year road map for Chapter leadership to follow.

1B. Components and Working Definitions of the CSA Strategic Plan

u Vision: A vision statement describes the organization as it would appear in a future successful state. Try to answer this question: If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? An effective vision statement is inspirational and aspirational. It creates a mental image of the future state that the organization wishes to achieve. A vision statement should challenge and inspire members.

u Mission Statement. A mission statement explains the organization’s reason for existence. It describes the organization, what it does and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to members, vendors, collaborators and other stakeholders. Both Vision and Mission should help with answering the question of “Why?” in all of the organization’s strategies, activities, resource investments and development.

u Values. A values statement describes what the organization believes in and how it will behave. Not all organizations create or are able to uphold a values statement. In a values-led organization, the values create a moral compass for the entity. This compass guides decision-making and establishes a standard that actions can be assessed against. A values statement defines the deeply held beliefs and principles of the organizational culture. These core values are an internalized framework that is shared and acted on by leadership and members.

u Time Period: 3 years – 2019 to 2021

u Business Model: A business model is a organization's plan for how it will generate revenues and make a profit. It explains what products or services the business plans to manufacture and market, and how it plans to do so, including what expenses it will incur. A social enterprise business model was drafted to better frame CSA’s mission, vision and in alignment with its canon and by-laws.

u Strategic Framework, Strategies and Activities: A strategic framework serves to provide structure to long-term planning by focusing on four key elements: vision, mission, time frame and strategies, activities and objectives.

2. Current Mission, Vision, Values and Canon & By-Laws

The Canons of the Protestant Episcopal Church in the Diocese of Hawai‘i as

currently articulated in the amended October 24, 2015 version and the Bylaws

of the Cathedral of St. Andrew also currently articulated in the amended

October 16, 1997 version.

2A. Current Canons & By-Laws

Vision. A vision statement describes the organization as it would appear in a future successful state. Try to answer this question: If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? An effective vision statement is inspirational and aspirational. It creates a mental image of the future state that the organization wishes to achieve. A vision statement should challenge and inspire members.

“…Our beloved Church regards her children as having bodies

as well as souls to be cared for, and sanctions the consecration of

these and all that is beautiful in nature and art to the service of God..."

(Queen Emma)

“Our vision is a world healed and reconciled to God in Christ

Jesus.”

2B. Vision

Mission Statement. A mission statement explains the organization’s reason for existence. It describes the organization, what it does and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to members, vendors, collaborators and other stakeholders.

We believe that in order to achieve that vision, the Cathedral Church of Saint Andrew must create a vibrant and welcoming place where people gather to hear, experience and practice the Good News of Jesus Christ through:

v Engaging in liturgy with standards appropriate to a Cathedral as a place of worship and pilgrimage

v Encouraging lifelong discernment, formation, and learning

v Providing opportunities for service to the community and to one another

v Dedication to the pursuit of justice and peace in Hawai‘i and the world

2C. Mission

Values. A values statement describes what the organization believes in and how it will behave. Not all organizations create or are able to uphold a values statement. In a values-led organization, the values create a moral compass for the entity. This compass guides decision-making and establishes a standard that actions can be assessed against. A values statement defines the deeply held beliefs and principles of the organizational culture. These core values are an internalized framework that is shared and acted on by leadership and members.

2D. ValuesWe understand that we can only achieve our vision if we base our work on and model these values:

v Interdependence, Unity, and Community v Anglican heritage and Hawaiian tradition v Obedience to the values of the Gospel and

Baptismal v Covenant v Compassion v Generosity v Healing v Reconciliation v Prayer v Giftedness and uniqueness of ministry of each

believer v Importance of all orders of ministry v Alignment with diocesan priorities v Collaboration with community organizations

pursuing similar visions and missions

Kule

ana

(re

spo

nsib

ility

, priv

ileg

e, r

ight

, ow

ners

hip

)

Operating ValuesMakaʻala

(vigilance, alertness)

Lauleʻa(friendship, happiness, peace)

Kūkākūkā

(disc

ourse

, disc

ussion)

3. CSA Chapter Strategic Process

3A. CSA Chapter Strategic Planning Process

April 2018 Strategic planning retreat held (e.g., state of affairs, with intent to understand the recent history contributing to the current state, to identify strengths to build upon, and to develop strategies to address the challenges)

Participated Clerk Melvia Kawashima, Treasurer Dixie Kaetsu, Chapter members Barbara Service, George Hilty, Justin Salisbury, Elizabeth Conklin, John Decker, Ed Lapsley, Phyllis Miller, Keanu Young, and Fr. Moki Hino participated. The Retreat was facilitated by Kimberly Miyazawa Frank, an Organizational Development expert, also a graduate of St. Andrew’s Priory and the Senior Warden at the Parish of St. Clement.

Recall the eighteen month time period prior to January 2017, comparing and contrasting it to the sixteen months following January 2017, with the January 2017 milestone being the return of Father Moki Hino to the Cathedral as the Priest in Charge.

For both periods of time, members identified:•Highs•Lows•The lessons learned that could be

applied going forward.

Based on the most significant issues identified in the pre- and post-January 2017 time periods, members began planning for the Cathedral in five key areas:

Average Sunday attendanceProgramsFinancialsOperationsPhysical plant

3B. CSA Chapter Strategic Planning ProcessFirst, brainstorm strategies that have the potential to positively impact each key area. In brainstorming, the objective is to generate as many potential ideas as possible, without qualifying or eliminating any ideas based on evaluation of its merits. Brainstormed ideas were refined only to either combine similar or complementary thoughts, or to clarify and sharpen an idea for better understanding by the group.

Next, using three criteria, evaluate and vote for the top three strategies thought to be most important for the Cathedral’s future in each of the five key areas. Evaluation criteria:

Timeframe for likely execution (completion) of the strategy

* Quick hits – within 6 months* Short term – 6 months to 18 months* Mid-range – 18 months to 36 months* Long term – more than 36 months

Cost to execute the strategy§Low - $0 to $50,000§Moderate - $50,001 to $150,000§High - $150,001 to $500,000§Extreme – over $500,000

Other resources needed to execute the strategy (i.e., the formation of a committee or leader, required permits, Diocesan approval, agreement with St. Andrew’s Schools, etc.)

And, finally, members worked in small groups formed around their interests in a key area to discuss and then recommend action steps for each of the top three strategies.

3 main themes emerged as challenges: vRisk of losing a great deal of traditionvErosion of a strong spiritual base with programs and outreach reflecting/resulting in the samevStagnation of what had once been a warm, welcoming culture comprised of an engaged, growing congregation

Cathedral could overcome these challenges by building on its strengths: vThe Cathedral leadership’s vision is clear and committed to honoring the history of the Cathedral while charting a new, more relevant course for the needs of today’s congregation and communityvThe administration and management of the Cathedral’s operations and financials have been stabilized and can be built uponvA faithful, socially-minded congregation can be re-engaged and re-vitalized

3C. CSA Chapter Strategic Planning ProcessSummary Issues – Pre January 2017

HIGHS LOWS

Average Sunday attendance at 250 June 2016 – departure of the Dean Brownwich

Music program an attraction Departure of John (music director)

New comers at about 30 Increasing conflict between the 3 congregations

Synergy among ministries Hired part time organist

Social activism/justice (IHS, FACE, Faith Action in Community) No infrastructure (leadership, communication, relationships)

Adult education formation activities Spiritual void

An increasing positive profile, i.e., Desmond Tutu visit Financial drain, lack of management, fuzzy goals

An increase in special services Ended 2016 in the red

Average Sunday attendance very low

3D. CSA Chapter Strategic Planning ProcessSummary Issues – Post January 2017

HIGHS LOWS

Fr. Moki Hino arrives with key personal traits: local experience, relationships, history, heart, brain, voice, talent, sermons

Trump administration, time of transition

Fr. Moki Hino brings key leadership traits: management skills, financial transparency, good stewardship, builds trust

Lack of support for adult education formation

Financial management in order: book keeper & treasurer People of all 3 congregations need to be brought together

Staff – 2 are in place, 2 are hired Cannot sustain the church with only 1.5 priests

Staff is professional Death of Bishop Chang

New website Judy Maeda has a stroke

Reduced conflict: change of personnel, financial management, Fr. Moki resides on property

Fr. Moki is around, but does not have regular office hours

Programs are dependent on individuals, no succession plans

Community outreach is low

Aging congregation, no new families, individuals

3D. CSA Chapter Strategic Planning ProcessSummary Issues – Post January 2017

The graph shows two key measures of congregational health (Average Sunday Attendance and Pledge/Plate giving) in relationship to corresponding clergy & programs during those time periods.

4. Strategic Planning Committee Recommendations

4A. Business Model Domains*

Organization Sustainability

Spiritual Engagement

Leadership

Education

Hawaiian Culture

* Based on social enterprise model

Social enterprises apply business solutions to social problems. The ultimate goal is to achieve sustainability by enabling non-profits to support themselves financially in innovative ways instead of relying solely on grants and donations. Since there are no shareholders in a non-profit organization, the profits from the related social enterprise are completely re-invested in the work of the organization.The emergence of revenue-generating activities for non-profits has created a new operating model where business principles, market characteristics and values (competition, diversification, entrepreneurship, innovation, and a focus on the bottom line) co-exist and work with traditional public sector values like responsiveness to community and serving the public interest. Essential to the success of a social enterprise is an effective business model.

A business model includes two key elements:1.an operating strategy that includes internal organizational structure and external partnerships that are crucial for creating the organization’s intended impact; and,2.a resource strategy that defines where and on what terms the organization will acquire the resources (financial and human) it needs to do its work.The business model for a social enterprise is the channel that the social entrepreneur converts inputs into outcomes; the generation of both social value (measurable impact) and economic value (revenue).

Each of the recommended goals and action steps developed by the Chapter fall within the following construct or framework of the Cathedral’s three-year strategic plan. The action can be categorized as either Organizational Sustainability, Spiritual Engagement, with sub-categorized of Leadership, Education, Hawaiian Culture; and a balanced strategic plan typically contains actions in each of these three areas.

https://www.marsdd.com

4B. Strategic Framework Prince Kūhiō Hawaiian Civic Club Strategic Action Framework - Summary UPDATED: 7/26/2018

Vis

ion

“…Our beloved Church regards her children as having bodies as well as souls to be cared for, and sanctions the consecration of these and all that is beautiful in nature and art to the service of God..." (Queen Emma)

“Our vision is a world healed and reconciled to God in Christ Jesus.”

Mis

sion

We believe that in order to achieve that vision, the Cathedral of Saint Andrew must create a vibrant and welcoming place where people gather to hear, experience and practice the Good News of Jesus Christ through:

√ Engaging in liturgy with standards appropriate to a Cathedral as a place of worship and pilgrimage √ Encouraging lifelong discernment, formation, and learning

√ Providing opportunities for service to the community and to one another √ Dedication to the pursuit of justice and peace in Hawai‘i and the world

Mis

sion

Cathedral of St. Andrew Prepares Servant Leaders Grounded in

Hawaiian culture and values.

Dom

ain

Organization Sustainability SPIRITUAL ENGAGEMENT

Community SPIRITUAL ENGAGEMENT

Leadership SPIRITUAL ENGAGEMENT

Education SPIRITUAL ENGAGEMENT

Hawaiian Culture

Ou

tcom

e Maximize organization processes,

efficiencies, security and perpetuity.

Lead community engagement in spiritual

discourse and action.

Inspire, model and nurture servant

leadership.

Utilize and promote education

for the advancement of being spiritual filled.

Cultivate and perpetuate Hawaiian cultural

practices and perspectives.

Str

ateg

y C

ateg

orie

s

OS-1: Engage and grow the congregation

OS-2: Support Financials in key areas

OS-3: Support operations in key areas

OS-4: Improve the physical plant in key areas

C-1: Inspire the Christian mind, imagination, and spirit.

C-2: Engage and grow the congregatio

C-3: Support financials in key areas

L-1: Servant Leadership

L-2: Leadership Development

L-3: Community Leadership

E-1: Intra-Church Education

E-2: Inter-Church Education

E-3: Inspire the Christian mind, imagination and spirit

HC-1: Practices

HC-2: Events

Vis

ion

“…Our beloved Church regards her children as having bodies as well as souls to be cared for, and sanctions the consecration of these and all that is beautiful in nature and art to the service of God..." (Queen Emma)

“Our vision is a world healed and reconciled to God in Christ Jesus.”

5. Strategic Activities, Implementation and Monitoring

5A. Strategic Activities, Implementation and Monitoring

Prince Kūhiō Hawaiian Civic Club Strategic Action Framework - Detail Updated: 7/3/2018

Do

ma

in

Organization Sustainability

Maximize organization processes, efficiencies, security and perpetuity.

OS-1: Engage and grow the congregation; OS-2: Support financials in key areas; OS-3:

Support operations in key areas; OS-4: Improve the physical plant in key areas

Spiritual Engagement

Community

Lead community engagement in civic discourse and action.

C-1: Inspire the Christian mind, imagination and spirit; C-2: Engage and grow the

congregation; C-3: Support financials in key areas

Spiritual Engagement

Leadership

Inspire, model and nurture servant leadership.

L-1: Servant Leadership L-2: Leadership Development; L-3: Community Leadership

Spiritual Engagement

Education

Utilize and promote education for the advancement of being spiritual filled.

E-1: Intra-Church Education; E-2: Inter-Church Education; E-3: Inspire the Christian

mind, imagination and spirit

Spiritual Engagement

Hawaiian Culture

Cultivate and perpetuate Hawaiian cultural practices and perspectives.

HC-1: Practices; HC-2: Events

Str

ate

gy

Ca

teg

ori

es

an

d R

ela

ted

Str

ate

gic

Act

ivit

ies

OS-1: Engage and grow the congregation

A. Engage members in meaningful and/or enjoyable activities relevant to PKHCC mission.

B. Re-activate, expand and maintain membership.

C. Create membership and communication plan(s).

D. Create member orientation, onboarding process.

OS-2: Organization Capacity

A. Maintain, renew, and/or redesign organizational processes and structures to meet the mission and present needs of the club.

1. Update the Constitution & By-Laws document;

2. Re-examine PKHCC organization icons—colors, uniform, mele, ‘oli, etc.

3. Develop and implement communication tools, methods, and networks for timely dissemination of information and calls to action;

C-1: Inspire the Christian mind, imagination and spirit

A. Identify policy priorities for identified areas (e.g., education, health, governance, environment, housing, cultural, constitution).

1. Publish biennial policy platform.

B. Advocate policy priorities within relevant public forums (e.g., Congress, State Legislature, Boards and Commissions).

1. Develop and implement communication tools, methods, and networks for timely dissemination of information and calls to action.

C-2: Engage and grow the congregation

A. Provide and support spaces for Hawaiians to discuss issues of civic importance. 1. Create and disseminate civic

engagement offerings and consultation services (e.g., resolution review, mock plenary session, strategic planning Leg 101, Advocacy 101, Roberts Rules). [Cross-reference E-3: Inter-Club Education]

L-1: Servant Leadership

A. Promote a servant-leader model of leadership.

L-2: Leadership Development

A. Identify, develop, and implement opportunities for members of the congregation to build their capacity in leadership roles.

L-3: Community Leadership

A. Identify leadership opportunities and advocate for qualified positions of leadership.

1. Map and advocate for community leadership opportunities (e.g., community organizations, non-profits, Boards and Commissions, Government, etc.).

2. Develop programs with collaborators (Queen Emma Square with 3 year pilot program) [Cross-reference E-2: Inter-Club Education]

E-1: Intra-Club Education

A. Engage members in learning opportunities relevant to our mission. 1. Develop and implement learning

opportunities around cultural practice;

2. Develop and implement learning opportunities around spiritual engagement;

B. Utilize the expertise of individual members for targeted mentorship of other members.

E-2: Inter-Club Education

A. Engage members of other churches and the broader community in learning opportunities relevant to our mission.

B. Develop and implement learning opportunities around the Queen Emma Square. [Cross-reference C-2: Civic Discourse]

C. Develop programs with collaborators (Queen Emma Square with 3 year pilot program) ) [Cross-reference L-3: Community Leadership]

HC-1: ʻŌlelo Hawai‘i

A. Utilize Hawaiian words and phrases, with accurate pronunciation and meaning.

1. Create and routinely practice and utilize protocols.

HC-2: Practices

A. Utilize cultural practices, within appropriate contexts and with accurate application, honoring the history and culture context.

HC-3: Events

A. Identify and memorialize legacy event(s) preparation and execution activities to preserve knowledge and perpetuate knowledge, skill and execution. (ex. Ali'i events, community involvement, etc.

5A. Strategic Activities, Implementation and Monitoring

Dom

ain

ORGANIZATION SUSTAINABILITY Maximize organization processes,

efficiencies, security and perpetuity.

OS-1: Membership; OS-2: Organization Capacity; OS-3: Financial

SPIRITUAL ENGAGEMENT Leadership

Inspire, model and nurture servant leadership.

SEL-1: Servant Leadership;

SEL-2: Leadership Development

SPIRITUAL ENGAGEMENT Education

Utilize and promote education for the advancement of being spiritual filled.

SEE-1: Community Engagement;

SEE-2: Community Development

SPIRITUAL ENGAGEMENT Hawaiian Culture

Utilize and promote education for the advancement of our Lāhui.

SEHC-1: Facilities;

ESEHC-2: Services/Rituals

Stra

tegy

Cat

egor

ies

and

Rel

ated

Str

ateg

ic A

ctiv

itie

s

OS-1: Membership

A. Engage members in meaningful and/or enjoyable activities relevant to our mission.

B. Re-activate, expand and maintain membership.

1. 2019 ASA 250

2. 2020 ASA 275

3. 2021 ASA 300

C. Create member orientation, onboarding process. (e.g., visitors, newcomers, docent program)

OS-2: Organization Capacity

A. Maintain, renew, and/or redesign organizational processes and structures to meet the mission and present needs of the cathedral.

1. Update/create policy document (e.g., standard operating procedures);

2. Develop and implement communication tools, methods, and networks for timely dissemination of information and calls to action;

CE-1: Policy and Advocacy

A. Identify policy priorities for identified areas (e.g., education, health, governance, environment, housing, cultural, constitution).

1. Publish biennial policy platform.

B. Advocate policy priorities within relevant public forums (e.g., Congress, State Legislature, Boards and Commissions).

1. Develop and implement communication tools, methods, and networks for timely dissemination of information and calls to action.

CE-2: Civic Discourse

A. Provide and support spaces for Hawaiians to discuss issues of civic importance. 1. Create and disseminate civic

engagement offerings and consultation services (e.g., resolution review, mock plenary session, strategic planning Leg 101, Advocacy 101, Roberts Rules). [Cross-reference E-3: Inter-Club Education]

L-1: Servant Leadership

A. Promote a servant-leader model of leadership.

L-2: Leadership Development

A. Identify, develop, and implement opportunities for members to build their capacity in leadership roles.

L-3: Community Leadership

A. Identify leadership opportunities and advocate for qualified Hawaiians in positions of leadership.

1. Map and advocate for community leadership opportunities (e.g., community organizations, non-profits, Boards and Commissions, AHCC, Legislature, OHA, Congress).

2. Develop internship program with collaborators (e.g., Kamehameha Schools, NHCC, NHOA and purpose as an O‘ahu Council 3-year pilot). [Cross-reference E-3: Inter-Club Education]

E-1: Scholarships

A. Assess effectiveness of existing scholarship program, proposing changes, if needed.

B. Implement proposed changes, as needed. 1 Provide academic scholarships for

those who will advance civic engagement grounded in Hawaiian culture.

E-2: Intra-Club Education

A. Engage members in learning opportunities relevant to our mission. 1. Develop and implement learning

opportunities around cultural practice;

2. Develop and implement learning opportunities around civic engagement;

B. Utilize the expertise of individual members for targeted mentorship of other members.

Chapter

Executive/Policy Personnel Worship Outreach Nohona Hospitality Finance Facility

Stewardship Formation

Strategic Planning

Standing

5B. Strategic Work Via Committees

HC-3: Events;C-1: Inspire the Christian mind,Imagination, and spirit

OS-1: Engage & grow the congregation; OS-2: Support operations

E-2: Intra-Club Education; E-1: Inspire the Christian mind, Imagination, and spirit; E-1: Intra-church Education; E-2: Inter-Church Education;

L-1: Servant LeadershipL-2: Leadership DevelopmentL-3: Community Leadership

OS-1: Engage & grow the congregation;OS-2: Support Financials; OS-3: Support operations;OS-4: Improve physical plant

E-1: Inter-Club Education;HC-2: Practices

Track Implementation

OS-3: Support financials; C-1: Inspire the Christian mind, Imagination, and spirit

OS-3: Support financials;

OS-4: Improve physical plant

HC1:Practices;HC-2: Events; L-3: CommunityLeadership;

C-1: Inspire the Christian mind, Imagination, and spirit

5C. Example of Committee Work

Finance Committee

Chair

CommitteeMembers

Strategy

Strategy

Strategy

Activities

Activities

Activities

MonthlyReport

to Chapter

6. Next Steps+

6. Next Steps+

October 2018 Present strategic plan to Bishop (e.g., review, questions, opportunities,)

November 2018 Follow up strategic planning with Bishop (e.g., strategic framework, activities, implementation and monitoring, opportunities, approval)

December 2018 Chapter incorporates updates from approved plan from Bishop and creates individual action steps with timeline.

December 2018 Individual action steps may be executed independently or concurrently as parallel processes, and each action has its own timeline.

January 2019 Launch

2019 Chapter incorporating Strategic monthly updates at monthly Chapter Meeting.

Annual Chapter incorporates Strategic Plan be updated annually, with completed goals and actions “rolling off” and new goals and actions, based on the Cathedral's evolving needs and growth, being developed and added, keeping it current.

This Strategic Plan provides a solid foundation for the Cathedral on which it can continue its growth and evolution. It addresses immediate needs that were identified by and felt to be most important at this time in the life-cycle of the Cathedral, it also positions the Cathedral to continue its enduring legacy in Hawai‘i and in the Episcopal Diocese. The Plan is a framework that can continue to support the activities of the Cathedral, making the best use of its existing resources.

7. Slate of Strategic Elements for Chapter Action

7. Slate of Strategic Elements for Chapter

1. Vision and Mission

2. Operating Values: Kuleana, Maka‘ala, Kūkākūkā, Lauleʻa

3. Strategic Framework: including 5 domains—organization sustainability, spiritual engagement, leadership, education and Hawaiian culture.

4. Business Model: using Social Enterprise Model, including 5 domains.

5. Strategies: Initial 14 strategies.

6. Implementation Approach: Via Committees with Strategic Planning Committee assisting with tracking of strategic work for the Chapter.

Mahalo Piha

CSAChapterMembers

Elizabeth ConklinJohn Decker, Diocesan Representatives

George HiltyThe Rev. Cn. R. K. “Moki” Hino, Canon Administrator & Priest-in-Charge

Preston JonesMelvia Kawashima, Clerk

Dixie Kaetsu, TreasurerEd Lapsley

Phyllis Miller, Diocesan RepresentativesAnne Murphy

The Rev. Heather Patton-Graham, Diocesan RepresentativesRoth Puahala, Senior Warden

Justin SalisburyBarbara Service

The Rev. Irene Tanabe, Diocesan RepresentativesWarren Wright, Junior Warden

Keanu Young

(October 2018 – FINAL)