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Consultants outline concept, programming and sustainability challenges for proposed Native Hawaiian Cultural Center
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Summary
AEA Consulting told OHA trustees a Native Hawaiian Cultural Center could fill gaps in living-practice spaces, language and immersive storytelling; consultants warned about operating costs and the need for Hawaiian‑led governance and sustainable revenue streams.
Daniel Payne of AEA Consulting presented an interim feasibility update on April 1 that described a market assessment and stakeholder consultations exploring a potential Native Hawaiian Cultural Center.
AEA found local strengths — youth programming, makerspaces and workforce development — and gaps: limited dedicated living‑practice spaces for Native Hawaiian performance and immersive storytelling opportunities that prioritize Hawaiian audiences rather than visitor‑oriented programming. Consultants recommended an approach that centers Hawaiian leadership, embeds language and worldview into design and programming, and provides both large flexible and smaller intimate performance spaces.
AEA discussed possible revenue sources to bolster financial sustainability: ticketed events, membership models, rentals (corporate events, weddings, rehearsals), commercial kitchen rentals, retail for Native Hawaiian artisans and potentially farmer’s market activations. The consultants cautioned that operating costs for such a center typically exceed revenue and stressed that a financial model is needed to test sustainability.
Trustees asked about venue capacity (discussed ranges from 250–400 up to 800–1,000 seats), the steering committee (chair plus five or six OHA staff were named as participants), and how the center would access deep native Hawaiian knowledge. AEA said the governance phase will explore options — operator RFP, direct hiring and partnerships — and emphasized that the cultural center should be Hawaiian‑led and Hawaiian‑first while remaining accessible to wider audiences.
AEA will continue to develop concept scales and a financial model over the next three months; trustees thanked the consultants and signaled continued oversight and engagement.
