Ka Wai Ola - Office of Hawaiian Affairs, Volume 6, Number 1, 1 January 1989 — A Guiding Document [ARTICLE]

A Guiding Document

Revised OHA Master Plan Published

The Office of Hawaiian Affairs has recently published its revised master plan. Completed in 1988, it contains amended goals, objectives andpolicies to guide the agency in its overall mission of bettering the conditions of the Hawaiian people. The plan is built on a framework constructed in 1982 when the first OHA master plan was formulated. Like the original, it is a working document, intended to be continually revised and updated as" objectives are met and new opportunities for advance become apparent. OHA's 1988 master plan is a reflection of the goals and aspirations of the Hawaiian people themselves. It is based on concerns and issues raised by Hawaiians in formal studies, at community meetings and as individuals. The plan also utilizes information obtained from avariety of otherpublic and private organizations. This master plan was developed over a period of about a year-and-a-half. It is the product of OHA's planning staff, volunteer advisory groups, recommendations contained in the 1986 Arthur Young management audit of OHA, and finally, detailed and exhaustive review by the Trustees of the Office of Hawaiian Affairs. Ka Wai Ola O OHA will be publishing major portions of the plan, in several installments. "The OHA Master Plan," Part I of a Series Preamble Hawaiians onee enjoyed vigorous health, strong cultural identity, and a self-sufficient economy. Influences of historical events and other cultures have resulted in today's poor physical, social, and eeonomie status of Hawaiians. After years of struggle by many courageous and persistent Hawaiians, the consciousness of the general public was raised and the plight of Hawaiians was brought to public attention. The years of effort to improve the condition of Hawaiians culminated in the creation of the Office of Hawaiian Affairs (OHA). It is OHA's primary duty to better the condition of Hawaiians, and this document is the blueprint for OHA to follow in the future. OHA's work to improve life for Hawaiians also will improve the lives of all Hawai'i residents, for as Hawaiians prosper and thrive in their homeland, so will all the people of Hawai'i. Mission Statement Hawai'i is the homeland of ka po'e Hawai'i. These islands have shaped and sustained a unique culture that struggles to survive the loss of sovereignty, alienation from the land, dominance of other cultures, and the concomitant decline of the general we!fare of Hawaiians. The Office of Hawaiian Affairs was established in recognition of Hawaiians' indigenous status and in response to the severe social, eeonomie, cultural, and spiritual problems of Hawaiians. It is therefore the mission of OHA to: strengthen and maintain the Hawaiian people and their culture as powerful and vital eomponents in society.

Goals, To accomplish OHA's mission, the master plan focuses on four goals toward whieh OHA will be working: • To achieve revival, enhancement, and maintenance of the Hawaiian culture. • To provide opportunities for Hawaiians to enhanee their social and eeonomie well being. • To achieve full participation of Hawaiians in political processes. • To achieve a strong, viable Office of Hawaiian Affairs, characterized by responsive leadership and financial independence that enables the fulfillment of the needs and expectations of current and future generations of Hawaiians.

While the goals reflect ultimate ideal end-states and describe desired conditions to be sought for the Hawaiian people, objectives are more specific and provide a basis from whieh OHA ean begin to formulate program plans and identify resources. PoIicies are statements of increased specificity. Since a master plan is a general guide for future activities, it does not contain implementing actions whieh are very detailed and belong in individual program and operating plans. In its long-range planning, OHA will want to eoncentrate on the removal or modification of the causes of problems rather than the amelioration of symptoms whieh, at best, will simply buy a little time. The four goals are as follows: GoaI 1: To achieve revivīd, enhancement, and maintenance of the Hawaiian culture. The traditions and culture of the Hawaiian people are very mueh alive today. Although other cultures and modern life have greatly influenced changes in many cultural practices of Hawaiians, still many of our values, beliefs, and practices have been retained from our ancestors. These practices, in particular our language, the performing and visual arts, genealogies, healing arts, and our values and beliefs, are unique. Through cultural exchanges.with our Pacific Island relatives we are able to understand the ancestral heritage we share in eommon; however, we also become cognizant that our identity, our way of life, and our language are truly unique in the Pacific. And in this State, it is our traditions and culture that have become a cultural and eeonomie asset to all who reside or visit here. However, many vital and integral elements of our traditions and culture face imminent extinction as daily practices, and their loss would be irreplaceable as a treasure to its people and to the State of Hawai'i. Certainly it is the duty of our Hawaiian community to be vigilant and to eonhnue to maintain our own traditions and culture; however, the State has a responsibility to "promote the study of Hawaiian culture, history and language" and to "provide for a Hawaiian education program consisting of language, culture and history in the public schools." (Hawaii Constitution, art. X, sec. 4.) Moreover, the State has a responsibility to ensure that our language is respected as one of the official languages of this State. No other tradition and culture in the State of Hawai'i holds such recognition, and no other tradition and culture is more threatened to become mere political and eeonomie symbolism in its own homeland. Therefore, OHA shall pursue, protect, and promote the integrity and resources of the Hawaiian culture. Goal 2: To provide opportunities for Hawaiians to enhanee their social and eeonomie wellbeing. The critical element in this goal is for Hawaiians to be able to take advantage of services available in the State that may help to improve their social and eeonomie well-being. This involves removing barriers that prevent Hawaiians from having the freedom to choose among the range of options that should be available to them and to all people of Hawai'i. Some of these barriers are institutional or structural. They may have their origin in prejudices whieh may be related to historical circumstances. It is particularly important that barriers be eliminated for Hawaiians who have greater physical, social, educational, and eeonomie needs than those of the average resident of Hawai'i. For example, Hawaiians have the lowest life expectancy; highest infant mortality; highest ineidence of cancer; higher rates of personality disorders and mental retardation; higher suicide rates and incidence of alcoholism; higher rates of poverty and incarceration; higher participation rates in social welfare programs; lower academic achievement; higher rates of truancy and drop-

outs; and significantly higher unemployment than other residents of the State (see Appendix A, Technical Reference Document). Goal 3: To achieve full participation of Hawaiians in political processes. Governmental processes and decisions at all levels of government have daily impact on the lives of Hawaiians. Politics touch virtually every aspect of contemporary life. Because of such wide-reach-ing implications, Hawaiians need to become politically aware and participate in government. Although 55.7% of all eligible voters in the State are registered to vote, only 54.3% of eligible Hawaiians are registered. In terms of turnout, again Hawaiians are slightly behind the overall state performance in that 82% of all registered voters in the State turn out, but only 79.1%of registered Hawaiians exercise their right to vote. Goal 4: To achieve a strong, viable Office of Hawaiian Affairs, characterized by responsive leadership and financial independence that enables the fulfillment of the needs and expectations of current and future generations of Hawaiians. The Office of Hawaiian Affairs was established for the betterment of conditions of Hawaiians. OHA is the primary advocate for Hawaiians; a major coordinator of programs and activities affecting Hawaiians; a facilitator when it comes to activities and efforts that will better the conditions of Hawaiians; a monitor that will assess the policies and practices of other agencies; a policy-maker to serve the needs of the Hawaiian community; a researcher to collect data on Hawaiians; a trustee of assets for Hawaiians; and a provider of services where gaps exist and where existing methods of services are inappropriate. In order for OHA to accomplish these tasks, it must work together with other agencies in collective and collaborative efforts, and it must build its financial capability in order to provide maximum flexibility for its deci-sion-makers and maximum benefits for the Hawaiian people. To be continued.