Ka Wai Ola - Office of Hawaiian Affairs, Volume 18, Number 7, 1 July 2001 — Page 15 Advertisements Column 1 [ADVERTISEMENT]

^pi STRATEGIC^LANN1NG"^^^ Complete this survev and help OHA plan better for vour future needs

Ho'oulu Lāhui Aloha — To Raise Beloved Nation Mission Statement: To mālama Hawai'i's people and environmental resources, and OHA's assets, toward ensuring the perpetuation of the culture, the enhancement of lifestyle and the protection of entitlements of Native Hawaiians, while enabling the building of a strong and healthy Hawaiian people and nation, recognized nationally and internationally. 0 =*© ChOOSe 5 prioritieS ypu believe tO be mOSt important. (Iist them 1-5 with 1 being the highest priority). lmpfement a lobbying effort to support the Akaka Bill. Embark immediately on a media campaign both iocally and nationatly. Locally: Focus on educating Hawaiians and non-Hawaiians about Hawaiian rights - we are the native people of these islands; inform the general community on what OHA does to carry out its mission and to better the conditions of the native people of Hawai'i. Other issues to emphasize are: •OHA is not a race-based organization •The benefits given to the native people of Hawai'i are not unlike those native people of America (i.e., American lndians) Nationally: Conduct an education campaign for Americans on the Continent to raise awareness about: • the Hawaiian government that existed before Hawai'i became a territory • the native people who lived in Hawai'i prior to annexation and who still live here now. • Educate congressional people to assist Hawai'i's Congressional Team in passing the Akaka legislation. □ Develop a plan to protect the trust assets OHA now controls (i.e., forming a non-profit corporation with a for-profit arm.) Set OHA poiicies whieh delineate its role in achieving its mission. •Determine for eaeh priority area whether OHA's role will be: a. facilitator (catalyst, convenor, intermediary, enabler of partnerships, researcher, data provider, etc.) b. provider of direct services (ongoing projects, evaluation of programs, staffing of key positions in other agencies, etc.) e. enabler of beneficiary services (grants; contracts; technical assistance; scholarships; provision of funds through pass-through agencies; etc.) d. advocate •Design transition steps, strategies and policies for transition of OHA into a non-state entity. Complete OHA Strategic Plan, Native Hawaiian Master Plan, OHA Master Plan and Functional Plans consistent with the vision and mission as a guide for addressing priority needs of beneficiaries. •Post -Rice strategies implementation continues •Strategy to detach OHA from state system, but ensure flow of ceded land revenues to "new" OHA □ Assets/Fiscal Management. Collect outstanding debts from state, initiate income-generating strategies and refine OHA Spending Policy to significantly build assets toward increasing beneficiary programs (directly or indirectly). □ Meet with the trustees of all other Hawaiian trusts and entities to draft a Memorandum of Agreement (MOA) between us to service our Hawaiian population in the areas that eaeh of us could best serve, and to fill in gaps of service. □ Seek some resolve on the Heely case and to assign those trustees who have some relationship with this administration to see if we ean begin the talks on a settlement (i.e., Heely case.) □ Programs/Community Development. Implement projects and programs to address beneficiary needs and evaluate outcomes, (Through direct or indirect funding.) To include, buf not limited to: Education scholarships & leadership development - public service lnternships (loeal, national, international) -historical research & writing affordable housing health care and elderly care services preservation of culture and traditional practices community development draining and technical assistance □ Reevaluate all programs that now exist within OHA determine whether those programs should be continued. Recommendations should be sought from the administrative staff regarding the continuance of said programs or the creation of new programs based on priorities mentioned earlier. □ Design policies to enable the transfer of OHA's assets to the Hawaiian nation consistent with ratification by electorate of organic government organization. Special projects a. Investigate possibility of creation of a credit union b. Explore new ideas to generate revenue (user fees) e. Hawaiian cemetery (discuss with DHHL regarding possibility of leased land to OHA on eaeh island for such project) d. Continue Operation 'Ohana with a focus on developing a roll whieh will be required for nationhood as described in the Akaka Bill) □ lncrease the percentage for the purchase of land acquisition in portfolio from 1 percent to 20 percent, as it was in the past. □ Adapt or re-design or revise strategies for implementation of the Hawaiian nation's plans to ensure that the beneficiary needs are consistently addressed and not overlooked in the transition stages. □ Design and enable establishment of Native Hawaiian financial institutions and fiscal management systems to retain control of assets and natural resources in Native Hawaiian hands. □ Facilitate efforts of other Hawaiian agencies to implement programs and community capacities strengthened through the collaborative goals and efforts of the agency participants in the Native Hawaiian Comprehensive Master Plan. Special projects a. Investigate possibility of creation of a credit union b. Explore new ideas to generate revenue (user fees) e. Hawaiian cemetery (discuss with DHHL regarding possibility of leased land to OHA on eaeh island for such project) d.Continue Operation 'Ohana with a focus on developing a roll which will be required for nationhood as described in the Akaka Bill) Focus in on the needs of Hawaiians and our mandate to better those conditions. □ Begin with the priorities that have been identified in the B&F and the CPM Committees: housing, education, family assistance, Hawaiian culture, eeonomie development and health. What priority would you add?