Unite A Richer Community To Greatness!
Letter From Leadership
Dear friends and supporters,
The image and impact of the Tongans that migrated over a century ago from the Kingdom of Tonga (the only remaining Monarchy in the South Pacific) permeate the State of Hawaii. Their likeness and names of culture, arts, education, types of music, foods, and flowers are everywhere! From the airport to hotels, tourist attractions, universities, and government entities. Their authentic names and titles of language are valued and impact people everywhere. From cultural ceremonies to school graduations and inductions of professionals and inaugurations of leaders. Likewise, their Spirit of beliefs and faith is infused with a spectrum of giving and sharing with others. From churches to hospitals, mortuaries, and cemeteries let alone family prayer meetings and small groups of faith gatherings.
The likeness and sameness of the Tongan cultures and arts stand as pillars for promoting, perpetuating, and preserving their authenticity. The authentic dances and songs represent a pillar of respect to entertain and inspire locals with unity and visitors with the validity of culture. Likewise, the authentic arts and designs carved on wood and inked on tapa-cloth murals disseminate the pillar of sharing crucial for cultural teachings and learning. Moreover, education on the making of traditional leis, fine mats, and cooking food suggests the pillar of loyalty vital for the well-being of all people. Thus, authentic positive body gestures, chiefly titles, and noble languages exemplify the pillar of humility essential for fostering authentic likeness and sameness of the Tongan cultures and arts in the State of Hawaii.
In 2021, the business name Tongan Community of Hawaii, Inc. (TOCOHI) was officially registered with the Department of Commerce and Consumer Affairs. The TOCOHI’s founding members came with a clear vision: "To create a world of oneness and compassion where authentic cultures and arts inspire all people to reach their greatness,” enriched by richer authentic organizational programs, nourished by its owned greater iconic events and festivals and in the process build a premier cultural center.
With such a vision we are reminded of the innumerable blessings received, diversity embraced, and freedom enjoyed in this preeminent archipelago, the State of Hawaii. Consistent with our vision, we desire to use such blessings, diversities, and freedom to strategize a blueprint for building a cultural center crucial for empowering teachings and learnings of authentic culture and arts. The cultural center will become an educational facility, a tourism venue, and a site for peace. It is where couples get married, families reunite, companies gather for training, funeral services are performed, graduation parties are hosted, and Oahu’s first responders get inducted into service. Welcoming and accommodating countless Tongans since Laie homed the first Tongan immigrants, we agree, Oahu would be a perfect place to build a premier cultural center.
We believe our 2020-2025 strategic plan will support our efforts to share the organization’s purpose, vision, and mission, strategize a blueprint for building a premier cultural center, and inspire millennial generations who want to promote, preserve, and perpetuate authentic cultures and arts in their communities. In adopting these strategic goals and accompanying strategies, the organization intends to strengthen existing groups, clubs, and communities, embrace a culture of transparency and accountability, and set and meet standards that communicate our intentions clearly to our staff, members, partners, and the broader community.
The founding board members engaged in a focused and inclusive public meet and greet awareness task to secure and understand broader community perception relating to the idea of building a cultural center. Subsequently, we gathered a spectrum of feedback from a variety of credible sources. For instance, many Tongan business owners, educated individuals, and hardworking families believe it is about time. Members from the board of directors of the Okinawan Community and Pilipino Community support such a project. Church leaders of a variety of Tongan congregations yearn for such a vision. University students and professional individuals delight in the idea and long for a promising outcome. Thus, the strategic goals set forth are reflective of broad community input and the strategic thinking of the founding board members.
The founding board members are thankful for the thoughts, concerns, and recommendations shared relating to our vision and mission. Because of your love and support, we are excited to move forward with this 2020-2025 strategic plan. We are beyond grateful for the continued support of our local community here on Oahu, many families, and individuals, the founding members, and our partners Islandwide. We are thrilled to empower and cultivate our mission with this 2020-2025 strategic plan and accomplish our vision: "To create a world of oneness and compassion where authentic cultures and arts inspire all people to reach their greatness,” enriched by richer authentic organizational programs, nourished by its owned greater iconic events and festivals and in the process build a premier cultural center.
Faka'apa'apa atu & Sincerely,
TOCOHI Founding Members
Establish
Research, discover, and define organizational vision and mission.
Objective – 1.1 | Research key elements required for a new business’s registration.
STRATEGIES
A. Research to see if there is any pre-existence similar business name to the “Tongan Community of Hawaii” using the online search engine of the Department of Commerce and Consumer Affairs website. Register the business name with the DCCA known as “Tongan Community of Hawii, Inc.” Apply for an Employer Identification Number on www.irs.gov.
B. Promptly check if any website domain name is already registered with the “Tongan Community of Hawaii.” Register the organization's website domain name with www.godaddy.comas www.tocohi.com. Build organization website and launch. Maintain, make payments, and update the organizational website.
C. Promptly and effectively gather public perceptions about the design of a logo for the organization.
Objective – 1.2 | Discover like-minded people and share the organization's purpose, vision, and mission.
STRATEGIES
A. Strategically appoint like-minded individuals for the executive committee and the board of directors. Attending various occasions and cultural functions as a way of searching for like-minded individuals.
B. Carefully approach each individual with the vision and mission of the organization and allow each individual to decide for themselves their membership.
C. Follow up and empower members, friends, and supporters with real-time communication.
Objective – 1.3 | Define organizational vision and mission to represent the purpose and values of the organization.
STRATEGIES
A. Meet with founding board members and also with the other non-profit organizations' board members that already have a cultural center such as the Okinawan community and the Filipino community. Used Zoom meetings and in-person meetings. Document minutes and agendas.
B. Effectively develop a strategic overview of the actual strategic plan supported by appointed founding members.
C. Tactically meet and review the content and context of the organizational strategic plan to ensure transparency and authenticity.
Expose
Inform, invite, and promote the organizational purpose and mission.
Objective – 1.1 | Inform all people about the new idea of having another cultural center in the State of Hawaii.
STRATEGIES
A. Effectively inform people of the newly registered organization using a variety of communication methods such as phone calls, text messages, social media, and live streaming.
B. Design posters, flyers, and business cards and give them away to people at church meetings, birthday parties, and many other social gatherings to learn more about the organization.
C. Visit businesses and speak with owners about the organization and its vision and mission.
Objective – 1.2 | Invite like-minded people to live stream the vision and mission on the Zoom meeting platform.
STRATEGIES
A. Effectively invite like-minded people to talk about the advantages of having another cultural center in the State of Hawaii.
B. Schedule meetings with other non-profit organizations in the State of Hawaii and address local issues that can be improved by having another cultural center in the State of Hawaii focusing on authentic cultures, arts, and education.
C. Invite business people and first responders to address the advantages of having another cultural center in the State of Hawaii.
Objective – 1.3 | Promote the organizational vision and mission with community media organizations.
STRATEGIES
A. Tactically inform the public about the newly organized institution “Tongan Community of Hawaii” using website technology, Facebook platform, and Zoom meeting live stream. Respectfully invite people to listen to the organizational vision, mission, and purpose. Effectively invite founding board members to live stream on Facebook and other community media discussing the organization and its vision and mission.
B. Effectively inform people of the newly registered organization using a variety of communication methods such as phone calls, text messages, social media, and live streaming.
C. Design posters, flyers, and business cards and give them away to people at church meetings, birthday parties, and many other social gatherings to learn more about the organization. Visit businesses and speak with owners about the organization and its vision and mission.
Endorse
Connect, follow up, and document public perceptions.
Objective – 1.1 | Connect with people and introduce the new idea to build another cultural center.
STRATEGIES
A. Tactically connect with people and talk to them about the organization's vision, mission, and values.
B. Follow up using social media and lunch outing opportunities to continuously show passion for the organization’s vision and mission.
C. Politely ask for an endorsement letter stating why it matters to have another cultural center in the State of Hawaii.
Objective – 1.2 | Follow up with friends and supports frequently and timely.
STRATEGIES
A. Keep accurate information about members and supports and use them as a tool for following up and empowering them with email messages and invitations for meetings, fundraising, and lunches.
B. Introduce endorsement letters to endorsers of the letter once it is posted on the organization's website.
C. Continue to look for like-minded individuals and their endorsement letters.
Objective – 1.3 | Document their honest perceptions as to why it matters to have another cultural center in Hawaii.
STRATEGIES
A. Provide help for those who are willing to write an endorsement letter.
B. Design and share a blank endorsement letter with the organization's logo, vision, mission, and values.
C. Learn about each endorsement letter and incorporate new ideas into meeting agendas.
Engage
Recognize, embrace, and strengthen friends and supporters.
Objective – 1.1 | Recognize existing clubs and groups that support and represent the Tongan Community of Hawaii.
STRATEGIES
A. Actively recognize existing clubs and groups who are actively doing activities for the Tongan community.
B. Embrace their agendas by involving them in the organization's meetings and live stream interviews.
C. Empower these clubs and groups by supporting their activities and functions.
Objective – 1.2 | Promote community service and network with government entities.
STRATEGIES
A. Build a strong relationship with local leaders and government entities to promote community services.
B. Promote community services by talking to local business owners and church leaders.
C. Reach out to major building stores for a donation of tools and equipment.
Objective – 1.3 | Strengthen people’s cultures, arts, and education so it helps them attain their greatness.
STRATEGIES
A. Promote cultural activities Islandwide Arts exhibits and song festivals.
B. Support cultural nights at universities and food fest.
C. Build a solid relationship with the healthcare industries and identify issues that need to be addressed.
Earn
Involve, contribute, and generate organizational capital.
Objective – 1.1 | Involve in fundraisings of others.
STRATEGIES
A. Involve people in the organizational vision and mission so they can see a reason to donate.
B. Organize a fundraising committee and involve many families and business owners and share with them the vision to create a world where people attain greatness enriched by authentic cultures, arts, and education.
C. Promote fundraising to secure capital for the support of the organization’s vision to build another cultural center in the State of Hawaii.
Objective – 1.2 | Contribute time, talents, and money to others.
STRATEGIES
A. Visit fundraising events big or small and contribute donations.
B. Empower individuals and business entities' interest in the use of cultures and arts for fundraising events.
C. Coordinate activities, exhibitions, and events to capitalize on audience interest and engagement.
Objective – 1.2 | Generate capital for the organization with transparency and accountability.
STRATEGIES
A. Network with government entities and other non-profit organizations for grants education.
B. Connect with the hotel industry and secure contracts to supply designs and crafts.
C. Invest in audience research to expand resident and visitor participation in the arts.
2020-2025 Strategic Plan Overview
