Luana Alapa

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Molokaʻi Candidate

Photo: Luana Alapa

  • Age | 63
  • Occupation | OHA Trustee, Molokaʻi and Lānaʻi
  • Where did you grow up | Lāʻie, Oʻahu
  • Schooling | University of Hawaiʻi
  • Current residence | Hoʻolehua, Molokaʻi
  • Website | alapaforoha.com


Question 1Question 2Question 3Question 4Question 5Question 6
What is your understanding regarding the intent and purpose of Hawaiʻi Revised Statutes Chapters 10 and 10H and how would you, as a trustee, support these state mandates?
Wai and iwi kūpuna are current Board of Trustee priorities. Identify key opportunities OHA can pursue to make a positive impact in addressing those priorities.
If elected, how do you plan to collaborate with other governmental and non-governmental organizations to advance OHA’s mission?
Fiduciary responsibility is an important trustee kuleana. What experience do you have with policy and strategic direction setting?
What strategies should OHA employ to address any potential conflicts of interest (internal or external), maintain accountability with its beneficiaries, and ensure operational transparency?
How do you envision the role of OHA evolving in the next five to ten years?
  1. Chapter 10: The Office of Hawaiian Affairs (OHA) was established in 1978 and implemented by chapter 10, HRS, in 1979. The Board of Trustees is responsible for setting OHA policy and managing the agency’s trust.  

    As a Trustee, I am responsible for creating, supporting, and developing policies that enable OHA to execute programs and projects aimed at strengthening our lāhui. It is also my duty to address concerns from our beneficiaries and, if necessary, bring them to the attention of OHA administration or the state administration, as we are tasked with advocating for the Hawaiian people.

    In previous years, OHA has conducted surveys indicating that our lāhui supports some form of federal recognition. As a Trustee, it is my kuleana to assist our administration in working towards establishing a roll call for our people, ensuring the protection of entitlements and rights afforded to us as the first peoples of Hawaiʻi. Chapter 10H further verifies our work at OHA.

  2. One need only visit the OHA website to see that iwi kūpuna has always been a priority, including repatriation, protection at work sites, and the enforcement of proper care for iwi. This commitment will continue, whether in the courthouse or on new construction sites across Hawaiʻi. This is an area where OHA can improve and be more diligent in exercising our duty to advocate for our lāhui.

    The concern for wai goes without saying – wai is life. OHA must continue to collaborate with advocates who protect our water from exploitation and environmental impacts for the good of all Hawaiʻi. As Trustees, we must work together to ensure that both fresh water and ocean resources are protected and preserved for future generations.

  3. OHA must always be willing to work with sister agencies and government entities for the betterment of the Hawaiian people as stated in the General Provisions under Chapter 10.
  4. No one comes to the OHA Board of Trustees fully knowledgeable. True leadership is about surrounding yourself with competent staff and supporting their work. Trustees should also pursue ongoing training, particularly in areas like investing and growing the trust for the Hawaiian people. Our strategies continue to focus on addressing persistent challenges as well, such as home security, safety, and repairs for our most vulnerable beneficiaries. I will continue to support the administration’s strategies that work toward tangible change and efforts that benefit more of our beneficiaries.
  5. OHA must return to being a highly visible organization, with meaningful outreach efforts led by caring and assertive staff who build strong relationships with our people at all levels. We must always be mindful of our spending and investments on behalf of beneficiaries, ensuring that our resources are used wisely. This includes more strategic and thoughtful grant support, with a clear return on investment that positively impacts many. Operational transparency can only thrive in an organizational culture that encourages it and intentionally makes it the hallmark of our work for the lāhui.
  6. In the next five years, OHA must set clear goals and benchmarks to measure progress and achieve tangible outcomes. We need to be well-versed in our bylaws, executive policies, and federal and state laws, ensuring we remain mindful of our responsibilities. As Trustees, we can be better stewards of the Trust by becoming more informed and prepared, enabling us to make stronger and more confident investment decisions while staying current with trends that maximize returns for the Trust.

    In the next 10 years, I envision OHA overseeing a vibrant and economically sound Kakaʻako that all Hawaiians can take pride in. Our beneficiaries are waiting and deserve efforts that demonstrate real change. It’s time.

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