Civil Beat has asked candidates for the Hawaiʻi elections to answer a survey about where they stand on various issues and what their priorities will be if elected.

The following comes from Kalena Parish, nonpartisan candidate for Office of Hawaiian Affairs at-large trustee.

Her opponents are Adrian Kealiʻi Akina, Ikaika Anderson, Karl Baker, Shelby Billionaire, Jackie Burke, Michelle Costello, Kanekoa Crabbe, Brickwood Galuteria, Clifford Kauaula, Brendon Kalei’āina Lee, Philip Martin, Ronald Nihipali, Keoni Souza and John Waiheʻe IV.

Go to Civil Beat’s 2026 Elections Guide for general information, and check out the other candidates on Civil Beatʻs 2026 Hawaiʻi Primary Ballot.

Why are you best suited for the job of OHA trustee? And why do you want the job?

I believe I am well suited to serve as an OHA Trustee because I have a proven track record of building programs, partnerships and infrastructure that strengthen our communities. Throughout my career in nonprofit leadership, education and community service, I have focused on creating opportunities that improve the well-being of our people. My work has always been rooted in service—to our lāhui, our ʻāina and future generations.

What do you see as the most pressing problem facing Native Hawaiians, and what is the first thing you would do to address it in the first six months after being elected.

The most pressing issues facing Native Hawaiians are housing, healthcare and the protection of our natural resources. In my first six months, I would prioritize bringing these issues to the table, building partnerships and advocating for solutions that help keep Kanaka home while protecting the resources that sustain our communities.

Here’s a question from a constituent: What are your plans to economically uplift more Hawaiians? Protect the ʻāina?

Economic opportunity begins with education. My first priority would be expanding educational opportunities and community awareness so people understand the issues affecting our lāhui and how they can be part of the solutions. We cannot protect our ʻāina if we don’t understand how to steward it.

OHA Trustees received a salary increase of 62% last June. Do you support the raise, and what will you do to ensure you are worth the money?

I support fair compensation for leaders when it allows them to fully dedicate themselves to the work and effectively serve the people they represent. At the same time, that compensation comes with a responsibility to deliver meaningful and lasting results. Having spent the last decade in nonprofit leadership, I’ve dedicated countless hours to serving my community, often without compensation. Public service is about impact not a paycheck. If elected, I will lead with that same commitment.

What should OHA advocate for as negotiations continue over Army training land leases?

OHA should ensure these negotiations put Native Hawaiians and the protection of our ʻāina first. Every lease should be thoroughly scrutinized, with accountability for environmental stewardship, cultural preservation and meaningful community input. While these negotiations are complex, my priority is to advocate for solutions that protect our natural and cultural resources and ensuring that long-term interests of our lāhui remain at the center of every decision.

OHA dropped two lawsuits last year over Mauna Kea and decided that those resources would be directed to stewardship of that mountain. What types of activities or programs should those funds support?

I support directing those resources toward Native Hawaiian-led stewardship, educational opportunities, environmental restoration and community engagement. Stewardship starts with education. We cannot expect people to protect our sacred places if they don’t understand their cultural and environmental significance.

A new 12-member authority that includes members of the protest movement who opposed the TMT, as well as astronomers is set to take over stewardship of Mauna Kea by 2029. Could the new management structure help resolve long-standing disputes? And how do you see OHA working with entities that have interests in Mauna Kea, including major landowners at lower elevations?

I believe the new management structure creates an opportunity for better collaboration, but trust won’t be built simply by creating a new authority. It will be built through transparency, accountability and ensuring Native Hawaiian voices are genuinely part of every decision. OHA should be a strong advocate for its beneficiaries by working closely with new leadership.

For decades, OHA believes the state has shortchanged its beneficiaries on payments from the use of public lands. The Legislature has cleared a way for a working group to determine an annual amount of revenue due to OHA. What do you want to see come out of that process? And what should OHA allocate any additional revenues toward?

I would like to see a fair, transparent and sustainable funding solution that honors OHA’s responsibility to its beneficiaries. If additional revenues become available, I believe they should be invested in the people of Hawaiʻi through education, housing, workforce development, and the protection of our natural and cultural resources.

OHA has attempted to develop residential towers in Kakaʻako Makai. However, those efforts have been repeatedly rejected by the Legislature, stalling any development for the last 20 years. How should OHA move forward on lands it owns in this area?

If a proposal has been stalled for 20 years, I believe it’s time to reassess our approach. Our beneficiaries cannot afford another two decades of inaction while the need for housing continues to grow. OHA should pursue a path that is realistic, achievable and centered on creating housing opportunities for Native Hawaiians. We have to be willing to adapt our strategy if it means delivering results.

Last year, the Hawaiʻi Supreme Court ruled that OHA trustees are subject to the state ethics code that governs the conduct of state employees and is intended to prevent things like nepotism, fraud and conflicts of interest. How would you, as a trustee, uphold the ethics code and ensure transparency at OHA?

I strongly believe that leadership begins with integrity. I fully support holding OHA trustees to the state’s ethics code because transparency, accountability and ethical decision-making are essential to earning the trust of our beneficiaries. As a trustee, I will lead with honesty, communicate openly and always make decisions based on what is in the best interest of our lāhui.

There has often been tension between the Board of Trustees and OHA administrators. In just the latest example, the current chief executive officer has sued the board. What can be done to ease those tensions between administrators and trustees?

Trustees and administrators have different responsibilities, but they should be working toward the same goal: serving our beneficiaries. I believe it’s important to regularly come back to that mission, foster open dialogue, and address disagreements with respect and transparency. When everyone stays focused on who we’re serving, it’s easier to redirect energy away from internal conflict and toward meaningful progress.

Are there ways for the office to work more collaboratively with the Department of Hawaiian Home Lands to address the housing shortage for Native Hawaiians?

I believe OHA can play a stronger role in bringing organizations together, advocating for funding and policy changes, facilitating open dialogue and building partnerships that lead to real housing solutions. It starts with communication, education and a shared commitment to putting our lāhui first.