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OHA administration outlines new Strategy & Implementation office and seeks consultant for real‑estate strategy
Summary
CEO Stacy Ferreira described a restructured Office of Strategy and Implementation and hiring plan; the board heard a separate proposal to hire Peregrine Realty Partners to produce an OHA real‑estate strategy and governance package tied to state auditor audit responses.
Stacy Ferreira, OHA chief executive officer, presented a revised structure for an Office of Strategy and Implementation to implement the Mana'i Maoli Ola strategic plan and to provide tactical/action planning, evaluation and reporting. Ferreira said the new office will emphasize subject-matter directors for education, wellbeing/ʻāina, housing/infrastructure and economic resilience, supported by strategy consultants and cross‑agency collaboration.
Ferreira told trustees the change responds to the plan’s scale: Mana'i Maoli Ola contains 26 strategic objectives and the prior team of four staff lacked capacity to turn objectives into tactical plans, action plans and measurable reporting. “Form follows function,” she said, explaining that directors with expertise are needed to develop implementable tactics and to produce the evaluation and performance-management systems administration plans to procure for the new fiscal year.
Trustees asked about timing, budget and oversight. Ferreira said she aims to fill the new positions by the new fiscal year (July 1) but acknowledged recruitment could extend into the first quarter. She agreed to bring a budget estimate for the reorganization to the board. Trustee Akina asked how OHA’s approach will dovetail with state PPBS-style planning; Ferreira said OHA will not mirror the state’s system exactly but will ensure a line of sight from objectives to tactical plans and spending, and that tactical plans and resource requests will come before trustees through established committees.
Separately, Tim Wong and consultant Sam Chung presented a proposal to retain Peregrine Realty Partners to develop a comprehensive real-estate strategy, market assessment, risk and capital assessment and recommended governance and policies. The proposal is phased and structured as a month-to-month engagement; Peregrine’s initial phase targets a deliverable in roughly 45–60 days and a phase-1 completion timed to help OHA meet its audit-response target for June 2024, with governance and policies phases targeted for later in the summer.
Trustees asked whether the Peregrine work would cover all OHA-held properties (income and non‑income producing). Presenters said yes. Trustee Trask raised procurement and reporting questions about prior advisor arrangements and asked whether Peregrine would operate as a subcontract under an existing advisor contract; administration said the proposed engagement would be executed as a subcontract under a currently negotiated contract structure and would return to trustees for approval of the subcontracted scope and budget.
No formal board vote on the Peregrine proposal occurred during the meeting; presenters said the work would proceed only with trustee approval of the contract and budget. Administration noted the proposal is meant to address state auditor recommendations about real-estate strategy, governance and policies and will include periodic updates to the board.
