Ka Wai Ola - Office of Hawaiian Affairs, Volume 35, Number 7, 1 July 2018 — Office of Hawaiian Affairs O'ahu [ARTICLE+ILLUSTRATION]

Office of Hawaiian Affairs O'ahu

Question 1 How will your skills anel experiences enhanee the policymaking role of the OHA Board of Trustees? Question 2 As a trustee how would you fulfill your fiduciary duties and defend OHA's constitutional and statutory obligations to ensure OHA's trust resources are specifically expended to benefit Native Hawaiians? Question 3 OHA's 2010-2018 Strategic Plan outlines six strategic priorities to improve the conditions of Native Hawaiians. As this plan comes to a close, what strategic priorities would you suggest be the focus of OHA's next Strategic Plan and why?

AKAKA, KALEI NPS Age: 35 © akakaforoha@gmail.com ® None © Currently Working in the Office of thp Kamphampha Schools

Kapālama Middle School 1. As an OHA Trustee, I will apply values learned, remembering the importance of doing things

with the spirit of aloha, applying my educational foundation and experienee working within the community, in education and at the Hawai'i State Legislature in both the House and Senate, and in Senate Committees on Higher Education, and Judiciary and Government Operations. With my dedication and commitment to meet the challenges of a Trustee, I'll keep in mind the goodness of our traditions to blend with a fresh perspective to OHA, representing a new generation with a strong sense of being global citizens wanting to help Hawaiians succeed, making Hawai'i a better and productive plaee for all Hawai'i and eonhnue my 'ohana's legacy of service to Hawaiians and the people of Hawai'i nei and beyond. 2. 1 have a strong interest in revisiting the policies and budgetary process within the context of the recent state auditor's report to rebuild OHA by making some course corrections and developing a new Strategic Plan and resetting priorities. 3. With Hawai'i in my heart, I believe in the need to maintain balanee and resourcefulness in search of good and sound options and opportunities, so we don't just live, but we thrive. The Strategic Plan needs to focus on quality of life issues, such as healthcare, home ownership, education for our children, eeonomie opportunities and those fundamental things that every family and individual needs to succeed. The eontroversies that divide Hawaiians, such as self-determination, independence, or the status quo could be captured in a statewide dialogue, not exclusive to or the sole responsibility of OHA. This is the time in whieh we strive for the goal of unity, in whieh we stand, rise and move forward together as a unified voice.

BURKE, JACKIE KAHOOKELE NPS Age: 66 © burkeforoha(3)gmail.com © www.burkeforoha.solutions © Artist/Designer/Planner

I 1. After gradI uating from | Kamehameha, my life path lead to three 10-year cycles that has influenced my life. The first traveling between neigh-

bor island on a regular basis whieh gave me insight over the last 30 years of the growth and development of our aina. The second cycle was in media whieh expanded my creative possibilities and expressiveness through radio, print, television and film. Then the final third decade in aeademia, whieh enriched my cultural knowledge base and broadened my professional horizons and concluded with a Masters in Public Health and Masters in Urban and Regional Planning. As an entrepreneur starting the Breakfast In Bed Company, as an independent publisher of the Oiwi Files, a Hawaiian newspaper , and currently a franchise owner of the TAP Pool League, I understand perseverance and focus. I ean manage complex projects, independent thinking transparency, and accountability. Also, 35 years of community service in over 20 organizations has given me deep community roots. 2. Managing OHA's trust resources is a monumental tasks that needs the inclusion of community and experts. It needs to have oversight from outside such as advisory boards, and a better platform of performance issues openly and transparently evaluated. There needs to be more control by Tmstees, rather than the Administrator's Office & his highly paid staff (an unelected position). 3. All the six strategic priorities should be maintained but a more visionary approach could increase the benefits such as: creating our own Health care system; getting into the medical marijuana & hemp business to pay for our heakheaie; creating and owning our own Bank and owning utilities to create sustainability revenue streams; create our own foreign trade zone to get our of the Jones Act and reclaim all military land to pay billions of dollars in rent.

KALIMA, LEONA M. NPS Age: 65 © leonakalima711(a)gmail.com © None © Research Analyst

1. I'm guided by the valued principles of God, Family, Commu- ■ nity, and Nation. k I developed legislation and repeatedly testified to implement change, specifi-

cally for opening adoption records. This is on the Federal and State levels. Adoption records are now open and accessible for native Hawaiians who are adopted and need to research these records for Native Hawaiian benefits. I've testified on issues like homelessness, disaster funding, and other social eeonomie issues affecting the real need of disadvantaged populations. For the past 20 years, the Kalima v. State of Hawaii-Department of Hawaiian Homelands for claims affecting the beneficiaries of this Hawaiian trust. This was started in the late 1980s by legislation. I've worked for OHA over 22 years and very familiar with all the processes and procedures throughout this state agency. 2. ACTION— Accountability, Compassion, Transparency, Initiative, Openness, No-nonsense. My personal mantra, "I'll put a ehieken in your pot," aka envisioning 0HA's funds meeting our people's needs. Not enough of the OHA coipus improve &or better beneficiaries immediate need. First montli rent and deposit when one finally receives a Section 8 voucher, dental needs when one does not have coverage and its affecting their heait. . .did you know the 2 are connected? Drug and incarceration rehabilitation, and more. What good is nationhood if we have failed our people's basic needs witli millions of dollars down Ihe drain? After $30M in nationhood funding, we are no longer closer to the goal. Meanwhile, our people need help with tangible evidence that OHA cares about them. 3. A strategic plan is as good as its intended goals, implementation, and outcomes. Example: Governance — dead, especially with the Trump administration. Funds were spent; where's the initiative? Assess the cuixent plan. Survey the laliui, not just a chosen few. Strategizes a plan to meet beneficiaries input and needs. God Bless.

KIA'AINA, ESTHER NPS Age: 54 © kiaaina4oha@gmail.com www.kiaaina4oha.com © Executive Director of Pacific Basin Development Council

1. I have 25 years of policy experience on Native Hawaiian and Pacific Islander issues in Hawaii, tlie Pacific Islands, and Wash1 ington, D.C. This

includes: Legislative Assistant for U.S. Senator Daniel Akaka, Chief of Staff for U.S. Congressman Robert Underwood of Guam, Chief of Staff for U.S. Congressman Ed Case, Land Assets Manager for the Kamehameha Schools, Chief Advocate for OHA, First Deputy at Hawaii's Department of Land and Natural Resources, Assistant Secretary for hisular Areas at the U.S. Department of the Interior, and Executive Director for the Pacific Basin Development Council, a regional non-profit organization that serves the Pacific Islands. 2. 1 would make sure that I was fully trained on my fiduciary duties under OHA's constitutional and statutory obligations, in general, and to ensure OHA's tiust resources are specifically expended to benefit Native Hawaiians. I would continuously educate myself, get the appropriate legal and ethics counsel from intemal (OHA) and extemal (nonOHA) experts, and ensure that my staff were also fully trained. Lastly, I would encoui'age that OHA better leverage its resources witli other entities that service Native Hawaiians to avoid duplication of roles and be more efficient in its spending of trust resources. 3. OHA's constitutional and statutory obligations should take precedence over any strategic plan. Aina must continue to be OHA's highest strategic priority beyond its current land assets. We need to be vigilant to increase OHA's percentage of pubhc land revenues and continue to fight for Native Hawaiian traditional and customary rights, kuleana land rights, and ' 'ceded land" claims. I also beheve strongly in helping to protect ah of Hawaii's land and natui'al resources, and we need to kokua the entire aiehipelago on climate change adaptation, watershed protection, and invasive species management. Other strategic priorities would be Language and Culture, Housing, Workforce Development, and Native Hawaiian Well-Being.

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MURRAYr FRANCINE KANANI NPS Age: 50 © murray4oha@gmail.com v2 ) www.murray4oha.org © lnterim Compliance Assurance & Cnmmunitv Outreach Officer,

State of Hawai'i - HCDA 1. OHA must be transparent anel aecountable. I worked in eommunications at OHA for over a decade where

we had to faet-eheck and hold people accountable. I also have education and training in procurement and will ensure all laws are being followed. I will use my skills to ensure every dollar will be spent wisely. 2. Prudently. First, I will address the coneerns in the state audit by working with trustees and staff to craft sound fiscal policy. Second, I will work with agencies serving Hawaiians to leverage all our abilities so we ean better serve the Hawaiian community. By working together, we ean do more for our beneficiaries. A great thing about this melting pot we live in is that loeal people eare about one another, and will eome together for a good cause. Together, we ean build a brighter future for our community for generations to eome. 3. Education, eeonomie development, heahh, land, and culture. Education allows people to better their situation. As a single mother working full-time, I was a non-tradi-tional college student who eamed my degrees. I have seen first-hand that an education ean advance careers and open doors to higher paying jobs. Eeonomie development means higher paying jobs. I support jobs that pay a living wage. People shouldn't have to work 2 or 3 jobs just to make ends meet. Health. Strive to improve the health and longevity of Hawaiians. Land restoration, preservation, and responsible growth. Culture. We are OHA. Everything should be done through a Hawaiian cultural lens. A good friend told me, "We are Hawaiian. Eveiything we make is Hawaiian. Make good things." OHA must eontinue the good work it does. But together we ean do more. The next generation is counting on us.