Civil Beat has asked candidates for the Hawaiʻi General Election on Nov. 3 to answer a survey about where they stand on various issues and what their priorities will be if elected.

The following comes from Brickwood Galuteria, Nonpartisan candidate for Office of Hawaiian Affairs At-Large Trustee.

His opponents are Adrian Kealiʻi Akina, Ikaika Anderson, Karl Baker, Shelby Billionaire, Jackie Burke, Michelle Costello, Kanekoa Crabbe, Clifford Kauaula, Brendon Kalei’āina Lee, Philip Martin, Ronald Nihipali, Kalena Parish, 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?

My work in public service, cultural advocacy and community leadership has focused on strengthening Native Hawaiian families and protecting the resources that sustain us. My experience in government and community partnerships has shown me the urgent need for housing, opportunity and ʻāina protection. I remain guided by kuleana, aloha and a lifelong commitment to serve our lāhui.

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 urgent challenge for Native Hawaiians is housing stability and economic security, which affects health, education and cultural continuity. My own family feels this diaspora. In the first months, I would strengthen accountability and alignment in OHA’s housing and economic programs, expand effective partnerships and listen across the pae ʻāina to ensure resources help families remain rooted in ʻāina.

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

Economic uplift for Native Hawaiians begins with stable housing, opportunity, and strong families. I work to strengthen programs that support wealth‑building, housing access, education and workforce pathways. Protecting ʻāina is essential to our identity and future, guided by cultural practice and community partnership. My goal is to ensure resources are used transparently so Hawaiians can thrive while ʻāina is protected for generations.

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?

The discussion around OHA Trustee compensation is about legislative parity, not personal gain. OHA carries responsibilities similar to other state bodies, yet compensation has long lagged behind, limiting who can afford to serve. Parity helps attract diverse, qualified leaders. My role is to ensure the position is worth the investment through transparency, strong oversight, clear communication and measurable results so beneficiaries receive the professionalism they deserve.

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

As Army land‑lease negotiations continue, OHA should seek firm commitments to environmental restoration, cultural protection, long‑term accountability and a strong community benefits package. Community voices call for thorough cleanup, safeguards for cultural sites, transparent reporting, meaningful access and enforceable remediation timelines. The goal is an agreement that upholds stewardship and honors the cultural and historical significance of these lands.

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?

With OHA shifting resources from litigation to stewardship of Mauna Kea, community voices call for funding that supports restoration, cultural protection and responsible management. Priorities include cultural access, habitat work, invasive‑species control and long‑term monitoring, along with practitioner‑led protocols, education and research grounded in Hawaiian knowledge. These efforts help ensure Mauna Kea is cared for with cultural and ecological integrity for future generations.

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?

The new 12‑member authority brings together groups that have long disagreed, creating a shared table for cultural, scientific and community perspectives. Its success will depend on trust, cultural protocols and accountability. OHA’s role is to collaborate with landowners and partners, advocate for cultural and environmental protections, support community access and ensure Native Hawaiian perspectives guide stewardship for future generations.

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?

As the working group reviews Public Land Trust obligations, the goal is a verifiable ceded‑lands inventory and a clear, legally grounded accounting of revenues owed to Native Hawaiian beneficiaries. A transparent, agreed‑upon methodology would create a stable annual amount and reduce disputes. If additional revenues are found, they should support housing stability, education, ʻāina protection, responses to federal cuts and economic opportunity that strengthen Native Hawaiian well‑being.

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?

Kakaʻako Makai has stalled because OHA’s vision and state restrictions have not aligned. Moving forward requires a community‑driven plan that reflects Hawaiian values, protects shoreline access and creates long‑term benefits. OHA is updating assessments, engaging beneficiaries and exploring cultural, educational, open‑space and small‑scale revenue options. The goal is a culturally grounded, responsible asset shaped by transparency, collaboration and the unique character of the shoreline.

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?

The Hawaiʻi Supreme Court ruling affirms that OHA trustees must meet the same ethical standards as other state officials. I have upheld the ethics code by separating personal interests from OHA decisions, disclosing when required, and avoiding conflicts. Strengthening reporting, supporting audits and making deliberations accessible are essential to accountable governance so beneficiaries clearly see how decisions are made and how trust resources are managed.

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?

Tension between trustees and administrators is longstanding, but it can be repaired. The recent lawsuit shows the need for clearer roles, steady communication and shared expectations. Rebuilding processes and improving information‑sharing can restore trust. Ultimately, OHA works best when both sides operate with respect, transparency and a shared focus on beneficiaries, strengthening confidence in the institution.

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?

The recent DHHL legal challenge highlights how complex housing issues are for Native Hawaiian families. Even as the case proceeds, many emphasize the need for OHA and DHHL to work together to expand housing and support ʻāina‑based communities. Clearer alignment, shared data and programs that prepare families for homeownership can strengthen outcomes. The goal is safe, stable housing rooted in culture for future generations.