Organizational Transformation
in State Government

Client Situation & Challenge

Hawaiʻi has one of the highest rates of multi-generational households in the U.S., driven by both cultural norms and cost of living. In this context, the Hawaiʻi Department of Human Services (HI DHS) serves a significant portion of the population—approximately 160,000 residents through SNAP and 460,000 through Medicaid—many within extended family systems.

Facing increasing pressure from legislators and the public to improve efficiency and reduce fraud, waste, and abuse, HI DHS recognized that its traditional, fragmented service delivery model was insufficient. Programs operated in silos, requiring families to navigate multiple systems independently, often addressing needs in isolation rather than holistically. This approach limited the department’s ability to break cycles of intergenerational poverty and improve long-term outcomes.

In 2016, HI DHS launched a multi-year transformation initiative to redesign the way human services were delivered statewide. At the center of this effort was Ohana Nui (“extended family”), a multi-generational strategy that integrated public health, human services, and community partnerships to address the full spectrum of family needs.

Theory of Change & Strategic Framework

Ohana Nui was grounded in the belief that family self-sufficiency depends on meeting five core needs—housing, food, health, education/economic support, and social capital. Drawing on research of social determinants of health and adverse childhood experiences (ACEs), the strategy emphasized early intervention, particularly for children ages 0–5, to prevent long-term negative outcomes and expensive interventions that would be required later in life.

Leadership & Alignment at All Levels

Transformation began with leadership. Executives were positioned as sponsors responsible for championing the vision and driving change across their divisions. A middle-management advisory group was established to guide implementation, remove barriers, and ensure alignment. At the frontline, a cohort of internal champions was created to lead day-to-day adoption through influence, education, and peer engagement.

Culture Change & Capability Building

Shifting from a compliance-driven to a generative, family-centered model required intentional culture change. The internal champions received ongoing coaching and professional development to build skills in communication, collaboration, and change leadership. This investment helped address employee concerns, build trust, and equip staff to adopt new ways of thinking and working.

Systems & Process Redesign

A critical enabler was the development of a statewide IT Enterprise System, replacing manual, fragmented processes with a “no wrong door” digital platform. This system allowed individuals and families to access multiple services—across all five need areas—through a single, integrated application, significantly improving accessibility and efficiency.

Cross-Sector Integration & Expansion

Recognizing that family well-being extends beyond government services, HI DHS expanded partnerships across public agencies, nonprofits, businesses, and faith-based organizations. Ohana Nui principles were shared and adopted across sectors, creating a more cohesive, statewide support ecosystem and catalyzing the development of social capital supports for these families.

Statewide and national momentum followed. Community convenings—supported by partners such as the Federal Reserve Bank of San Francisco—brought together stakeholders to co-create solutions. The model also gained traction nationally, contributing to broader multi-generational anti-poverty efforts.

The Ohana Nui transformation fundamentally reshaped the way human services are delivered in Hawaiʻi. HI DHS formally adopted the framework as a core administrative strategy, embedding it into its strategic plan, policy development, and budget alignment.

Key outcomes upon project conclusion, which continue to shape the state’s social services and health ecosystems now, included:

• • Integrated Service Delivery: A seamless, one-stop system replaced fragmented processes, improving access and coordination of services across the state.
  • Stronger Cross-Sector Collaboration: Partnerships across government, nonprofit, and private sectors created a unified and comprehensive approach to supporting families
  • Cultural Transformation: Employees shifted from a compliance-focused mindset to a proactive, family-centered approach, supported by leadership alignment and ongoing capability building.
  • Improved Family Outcomes: Results demonstrated increased family stability, improved well-being, and greater self-sufficiency, particularly through early childhood interventions and coordinated care models.
  • Operational Efficiency & Stewardship: Enhanced systems and integrated processes reduced duplication, improved resource utilization, and strengthened accountability for public funds.

Most significantly, the transformation repositioned HI DHS from a provider of discrete services to a catalyst for long-term, systemic change—addressing root causes of poverty and creating a sustainable pathway for healthier, more resilient families across Hawaiʻi.

This engagement drew across strategy, capacity building, and evaluation—reflecting the interconnected way Kimberly Frank Consulting supports lasting organizational change.

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