HomeMy WebLinkAboutCOM 0045.012 2002-2004 February 10, 2003
Councilwoman Bobby Jean Leithead-Todd - ~ .
Hawaii County Council «4~=.-
25 Aupuni Street ` F ~ , ~ ~ _
Hilo, HI 96720 ~f,~ «.„F ~.f,
RE: OPPOSITION TO THE PROPOSED CHANGE TO THE COUNTY GENERAL PLAN
RELATING TO ADDED HEAVY INDUSTRY AT THE HCPC SITE AT PEPEEKEO
Aloha Councilwoman Leithead-Todd, Members of the Council,
I am submitting testimony in opposition to the proposed change of adding heavy industry zoning
at the HCPC Pepeekeo site to the Hawaii County General Plan.
The Pepeekeo Community Association and the Rural South Hilo Community Association
sponsored several meetings over the past 2 years to discuss the building of a proposed Waste-
to-Energy Plant in Pepeekeo At ALL of these meetings, attendees overwhelmingly expressed
their opposition to such a project noting health /noise /environmental concerns and the lack of
adequate communication and information by Brewer Environmental Industries and / to the
communities that will be impacted.
Citizens Roy Skogstrom, Ed Johnston and numerous other concerned residents and land
owners have already submitted testimony in opposition of this zone change. On behalf of the
Pepeekeo Community Association and the Rural South Hilo Community Association, 1 am
echoing this opposition. The proposal to change to heavy industrial zoning would help pave the
way for this project and by-pass any community input, concerns and opposition on such a
proposed incineration project.
The Hilo-Hamakua Strategic Plan of 2000, clearly states as one of its goals: Ongoing public
involvement in research, planning and development efforts. Wdh this plan, the HHCDC (Hilo-
Hamakua Community Development Corp) has the data it needs to initiate economic and
community development projects and involve residents in long-term public and private research
and development partnerships with key stakeholders in the region. The environment is one of
the topic areas identified as a key strategy It further states as one of 6 assumptions:
Page 7/ #4) Enhance efficiency -Any economic activity that maximize productivity,
resource use, and culturally appropriate land use, while minimizing economic leaks,
environmental problems and urban dependency enables a rural region to be more self-
reliant.
Rural South Hilo has further identified Environment as one of its priority issues in the survey
conducted to formulate this Strategic Plan (page 8).
In due respect and consideration for the residents and land owners of the area, follow-up to
these concerns have still not been provided to the communities.
Comm. Na
F51e N~oy.~.~
ltet. 11i:"-""- ~
x.r. ns~ FE8 10 2W3
-
RE: OPPOSITION TO THE PROPOSED CHANGE TO THE COUNTY GENERAL PLAN RELATING TO ADDED
HEAW INDUSTRY AT THE HCPC SITE AT PEPEEKEO
It is clear that residents and communities continue to harbor distrust with Brewer's disregard for
the integrity of the citizens that reside in the area. Many of us do say "not in my backyard' to
such a project. The stigma that will be associated with Pepeekeo should this proposal pass
and a waste incineration project be initiated, will not be positive. During several of the
meetings, it was clear that trash should be accommodated at the present site. Why should
there be the creation of additional traffic, health and noise concerns?
The desire to keep the area rural, agricultural and to preserve the lifestyle of Rural South Hilo
should be honored. Many of our residents have invested their lives and money in establishing a
comfortable environment in which to live in. Why should someone or some company dictate the
conditions that we live in? The answer is NO ONE should have that power.
Residents of the Community has so far been able to work with some of the land owners in
Pepeekeo. They have shared this desire to remain rural and have worked with us to help
preserve the lifestyle that we want to keep. For this, I commend them for coming to the table,
listening and successfully working to keep dialogue and communication open while respecting
the desire to compromise.
To suggest such a zone change knowing that there is already strong opposition in the
community and surrounding areas, demonstrates even further the lack of belief in the integrity of
our people. We count on you to represent the people that you serve.
I strongly urge you NOT to consider this zone change for Pepeekeo.
Thank you for this opportunity to address the Council and to present testimony.
Respectfully,
~VI~rW
Lorraine Mendoza
President, Rural South Hilo Community Association
Vice-President, Pepeekeo Community Association
Director, Hilo-Hamakua Community Development Corp.
2
t
A PLAN FOR THE
HILO HAMAKUA
COAST
July, 2000
Hilo Hamakua Community Development Corporation
P.O. Box 3007
Honokaa, HI 96727
Funded by:
State of Hawaii
Community-Based Economic Development Program
P.O. Box 2359
Honolulu, HI 96804
Prepared by:
Michael Kramer
Kramer Consulting
Grant Writing • Strategic Planning • Program Development
Service Learning Training • Leadership Training
Environmental Education • Permaculture Design and Education
P.O. Box 6498, Hilo, H196720 • (808) 969-2035 • mkramerl @aloha.net
r ~ Table of Contents
l I. Executive Summary 3
II. Vision and Mission Statements 4
III. $ackground 5
IV. Introduction to the Plan
A. Purposes 6
B. The Planning Process 6
C. Vatues/Assumptions 7
V. Results of Community Assessments 8
A. Priorities Within Each Category 9
B. Top 20 Overall Strategies 14
C. Top Overall Strategies in Each Category 15
VI. Implications of the Findings 15
VII. Recommendations
A. Goals, Objectives, and Strategies 16
B. Tuneline 21
C. Conclusion 23
VIII. Appendices 24
A. Community Participation Summaries
B. HHCDC Information
C. Planning Instruments
2
Executive Summary
Since the demise of the sugar industry, people along the rural agricultura150-mile stretch of
Hilo Hamakua Coast from the Wailuku River to Waipio have faced the prospect of revisioning their
future. While some residents have managed to secure local employment, others have had to
commute long distances to work, while still have others have succumbed to unemployment and face
dismal prospects for meaningful work.
To revitalize the local economy, the Hilo Hamakua Community Development Corporation
(HHCDC) has, since 1994, sought to meet the needs of local residents. The desired outcome of this
Plan is to help create a diverse and resilient economy based on local business ownership, expand
local control of land and natural resources, increase access to financing for entrepreneurial
initiatives, and enhance educational and other social opportunities which foster cultural appreciation
and intergenerational communication. This Plan is the result of a two-yeaz process that examined the
following questions:
(1) What are the economic development priorities of local people, and how should they be
supported?
(2) What other pressing needs act as obstacles to community development and must be
removed in order to facilitate overall community health and prosperity?
(3) What role should the HHCDC play in the nett 20 years in facilitating sustainable
community development?
To answer these questions, the HHCDC engaged the three district community associations
within it to conduct a survey and a series of facilitated public meetings in order to assess priority
concerns and chart a course for a positive future. This information is needed if development efforts
are to truly be owned by the members of the communities. It is important for everyone to know and
understand the existing resowces and skills in the region so that these may be drawn upon and
further cultivated; it is also important to assess needs so that residents, policy makers, and
entrepreneurs can determine their role in shaping the community development process.
The surveys and community conferences in 1999-2000 revealed over 100 important issues
that warrant attention over the next 1-3, 3-5, and 5-20 years, in the areas of economics, education,
environment, public safety, health caze, recreation, transportation, and the arts. Over 70 potential
businesses and 250 jobs (conservative estimates) were idenfified during this planning effort. The
issues of public safety and environmental education, protection and access seem to be the most
critical to the people in our communities. Major priorities identified include restaurants and gas
stations, agricultural marketing and farmers' markets, computer centers and classes, protection of
sacred places, police visibility and neighborhood watch, environmental education, recycling and
beautification, waste processing, hunting land and familand access, youth centers, health caze
options, more public transportation, and available entertainment.
Based on the data collected, the Plan features six community development goals and 21
objectives. The goals include:
(1) Strategies to use local knowledge and skills to facilitate local business ownership;
(2) Citizen engagement in political, technological and financial processes;
(3) Programs and policies which bring young and old from throughout the region together for
social, cultural, and economic purposes;
(4) Educational initiatives which foster personal health and a sense of place while protecting
the aitta;
(5) Basic improvements to the community physical infrastructure; and
(6) Ongoing public involvement in reseazch, planning and development efforts.
With this Plan, the HHCDC has the data it needs to initiate economic and community
development projects and involve residents in long-term public and private research and
development partnerships with key stakeholders in the region. Sustainable community development
is certainly within reach for the Hilo Hamakua Coast.
3
Vision
The Hilo Hamakua We can creat{ve~i~gg~~""ow - learn{ng, ex~erienc{ng.
Community Development Sharing of courseCves {nto deey "Commun{ty Ohana,"
Corporation (HHCDC) has a B~ .ng 6 and only se
f or Coved ones.
vision to build a healthy 'Hey{rtg at~s overcome crush{ng desya{r, s{ckness,
community through economic TCo Coved ones, job, money.
growth and stability along the ?{e(~ring some overcome surface h{ghs -
Hilo-Hamakua Coast. Aura syee~ng, "6ooz{ng nnk{ng," "d ng,"
even the m{ndCess eyide-m{c -too mucFi e'tron{c
We strive to create Amusements andyass{ve spectator entertainments.
opporutnities that preserve our 9{e~ng some overcome fear, anger, hate, oven vioCertce!
environment, sustain our
families, and improve the quality ~nsteacl, we can "intens~" 7~ttwa{ion "trine" car{ng,
of life through economic Bringing out the best {n our cuCtures
development. We wish to support 'For our work, education, ne{gh6orCy vi es, environment.
intergenerational practices, 'We are the "SyirituaCSubstance" of "ACo
partnerships, and cooperatives, ~very6ody, "9Cokua - hang Nana for - Commun{ty OFiana"
promote business planning, ?'he renewed}~eoyCe~of a "'iln{versaC9-Cawa{{."
marketing and financing, and g{a~ "A(oha `M{Venn{um"'ACew Year to a~
encourage economic
development projects which aze - ?CaC9-C{sa Yamaro
environmentally sound and
support a sustainable use of the
local utilities and infrastructure. M1SS10II aIl(~ GOBS
Through rural community-based efforts, the mission of
the Hilo Hamakua Community Development Corporation, a
State of Hawaii Community-Based Economic Development
organization, is to assist in creating opportunities that preserve
out environment, sustain our families, and improve the quality
"'We 6e~{eve we can made a of life. HHCDC has the following goals:
d
fference, esyeciaCCy when we (1) Community-based collaboration will create
work with othergrouys and systems within the community that involve partnering among
{nd{vit~ua(s towards a common people of all ages and interests in the areas of mapping
goaC. We 6eCieve we can turn community assets and needs, implementing an information
our vision {nta read{ty. 'We outreach program, involving community and camp residents,
6e~teve in Ceadersk~ com(rin{ng using the schools as community centers, and facilitating regional
youth and aduCts. 'We 6eCieve computer communication networks.
youth must take action to (2) Teachnical assistance and training in the area of
{mprove t(ieir
future ~{ves." business development is available through education
opportunities and marketing assistance; and
-Tlemiiers of the ~Ce ACa ~Coku (3) Community-based, environmentally sound
Youth Steering Comm{ttee economic development, such as agriculture, eco-tourism,
recreation, and cottage industries, will be achieved through
securing financing, properly managing natural resources, and
promoting our cultural heritage.
4
Background
This report is the direct result of several separate but related visioning and planning
initiatives in which residents of the Hilo-Hamakua Coast have participated:
Kau Z.andine
Challenge: Ke Ala Hokn:
~aioe of the Bjg IcLd in 2020 The Chil ran's V'cion
Over 1000 citizens from all regions of Young people from theHamakuaCoast
Hawaii Island, including the Hamakua Coast, participated in amulti-year statewide visioning
participated in local visioning sessions between effort which resulted in the development of
1990 and 1998, contributing to a visual map of critical indicators of community health and
the Big Island in the year 2020, designed by Jim well-being. The 56 indicators, published in the
Channon of Arcturus Design and featured in the KeAla Hoku Report of the Hawaii Community
Kau Landing. The vision of island sustainability Services Council, measure progress towards
revolves around the central themes of aina (land), desired changes within siz distinct categories:
aka (villages), and aloha (culture), and features Aloha Spirit, Healthy Natural Environment,
the primary strategic intentions of economicself- Safe and Nurturing Social Environment,
reliance, sustainable practices, purposeful zoning, Thriving and Diverse Sustainable Economy,
community-based planning, and agri-tourism. Educated Citizens, and Civic Vitality.
Participants articulated the importance of relying
more on locally-driven economics which aze "Envision agr:ctrCtural rourom where CocaCc
culturally appropriate an ecologically wise. The aruCtourl5ts take tours of CocaCaBricuCturaC
most popular spec ideas elucidated through the o~¢ratwns, buy taro procCutts such as cakes,
process include: eco-homesteads, villages that cookies, ch
ps, ancCs ices at a farm where
include old and modem layout and swchrres, teen una exyCain the importance of taro in
parks, learning villages, cyberegions, cultural t 7-Cawaiian cuCture."
corridors, agri-tourist villages, community forests, -'Franco OcCa, 7~ie Price of ParatC4se
local power, and recycling and reuse centers.
The Role of he HH ,11(' 'n Regional P nninv
Since 1994, HHCDC has organized the Rural South Hilo Community Association, North
Hilo Community Council, Hamakua District Development Council, and other rural
communities into a single entity in order to guide sustainable community development
along the coast. Anon-profit organization with no paid staff, HHCDC has sought to shape
the future of economic development on the Hamakua Coast since the closing of the sugaz
industry. The organization has managed grants to support a regional agricultural
cooperative and a housing off ce, and has publicly advocated for the maintenance of the
small business development center at the University of Hawaii, a resource which has been
valuable for Hamakua's emerging entrepreneurs. By supporting the development of small
businesses and agricultural ventures, as well as low-impact tourism and educational
opportunities, the organization has been helping to create jobs and solve community
problems while preserving the longstanding values and practices of the rural lifestyle.
While each of the three community associations along the coast are self-organized, HHCDC
brings these groups together regulazly in order to identify shazed community values,
brainstorm solutions to common regional problems, and create economic opportunities
which can increase the capacity of local residents to work in or near their homes.
5
Introduction to the Plan
C aac his Pl,.n
There are several purposes of this plan:
(1) To articulate the consensus short- and long-term priorities of the various communities along the
Hamakua coast;
(2) To reflect the views of all citizens young and old who participated in the visioning process;
(3) To provide a time line for community development activities;
(4) To synthesize the data necessary for HHCDC to secure additional grants and investments in
support of these projects; and
(S~ To serve as the basis for collaboration among the districts and communities along the coast.
The community development planning process consisted primarily of surveys and meetings.
A detailed survey was distributed via the community associations to all residents of the Hamakua
Coast. The associations received 615 completed surveys, and used them to begin to identify
community assets and needs. Building upon these priorities, HHCDC held three visioning
conferences in 1999, one per coastal district, to hear directly from hundreds of residents about their
economic development ideas and other infrastructure issues and services that warrant further
attention. In January 2000, HHCDC hosted a concluding Coastline Visioning Conference, during
which the ideas brought forth in the surveys and the three community meetings were synthesized
into a bioregional vision of essential priorities.
From this information, key community development goals and objectives were identified.
While the integrity of each district's priorities were maintained, planning efforts have focused on
finding commonalities among the districts. Key strategies were identified in the following topic
areas:
Economics,
Education,
Public Safety,
Environment,
Values,
Recreation,
Agriculture,
Health Care,
Transportation, and
Arts.
Each community was then asked, through another survey and local meetings, to comment on
and refine the goals and objectives, as well as prioritize each community development strategy
according to when they believed it should be implemented. From this data, a time line of action was
developed (see page 9); it indicates the strategies that should be addressed within 1-3, 3-5, and 5-2A
years. Estimations of the numbers of potential businesses and jobs to be created during this time
frame are provided.
6
Valltog/ BBDRiDtI01 Q
As all people guide their economic planning efforts based on their values, the communities of
the Hamakua Coast base our dreams on our ability to caze for people and the natural enviroment on
which our survival depends. With this ethical foundation, and reinforced by the surveys anti
meetings, we hold the following community development values as guides to our future planning
efforts:
(1) Create a resilient, diverse, and innovative economy in which land, labor, capital, and
entrepreneurial ability produce a healthy mix of goods and services for residents,
visitors, and external markets.
(2) Base economic development on increasing the skills and talents of local people.
(3) Expand local control of land, water, and natural resources.
(4) Increase access to capital to underwrite business start-ups and expansion in order to foster
bioregional self-reliance, thereby reducing dependency on outside capital, technology,
companies, and markets.
(5) Enhance opportunities for positive social interaction, interpersonal support, sharing of
cultural wisdom, and lifelong Teaming within local communities.
Given these values, there are siz assumptions that we make about how community
development processes function so that social, economic, and ecological sustainability are achieved
and maintained. These include:
(1) CREATE AND SUPPORT CYCLES - (4) ENHANCE EFFICIENCY -
If human, cultural, and natural resources cycle Any economic activity that maximizes
many times within the region, local purchases productivity, resource use, and culturally
and the sharing of knowledge keeps traditions appropriate land use, while minimizing economic
and wealth on the island and expands the local leaks, environmental problems, and urban
supply of jobs. dependency enables a rural region to be more self-
reliant.
(2) INCREASE CTTIZENS' ACCESS -
When people have access to information, FOSTER JUSTICE -
financing, employment, services, land and Only communities that first meet the basic needs
waters, traditional cultural wisdom, and modem of all people will be able to cultivate true social
technology, they can eam a good living and have and cultural health, economic profit, and political
a high quality of life. participation.
(3) FACILITATE EXCHANGE - (6) COOPERATE -
Theexchange of goods, time, money, ideas, and When people openly communicate their ideas,
talents among cultures, generations, and feelings, and concerns, consensus about and
communities makes it possible for people to see collaborative action towards community
the good in others and work together to achieve initiatives is possible.
common goals.
7
Results of Community Assessments
Each November 1999 district conference established its own priority issues as follows:
Rnral SonL Hilo
• Jobs • Recreation • Values
• Education • Public Safety • Environment
Nor h Hilo
• Agriculture • Health Care • Transportation
• Tourism • Environment • Recreation
Hamakua
• Health Caze • Education • Agriculture • Hawaiian Culture & Education
• Small Business • Arts • Tourism
White some issues are unique to a district, there are certainly overlapping issues, such as
environment, education, tourism, health caze, and recreation. Nevertheless, after the January 2000
Coastline Visioning Conference, each district's primary issues were adapted to the followingl2
categories::
• Economics -Potential Businesses (e.g., tourism, shopping, services)
• Economics -Agriculture (e.g., mazkets, gardens, value-added prpoducts)
• Education - SchooUCommunity (e.g., centers, computers, parents)
• Education -Cultural (e.g., cultural center, sacred places, museums)
• Public Safety (e.g., police, bus stations, community watch)
• Environment -Education (e.g., recycling, pesticides)
• Environment -Protection (e.g., beautification, waste collection, ahupua'a)
• Environment -Access (e.g., hunting and gathering, farmland, land use policies)
• Recreation (e.g., youth centers, pools, equipment)
• Health Caze (e.g., health center, long-term care, mobile and home-based care) ,
• Transportation (e.g., medical vans, late bus from schools, to youth centers)
• Arts (e.g., entertainment, wood crafts, photography)
During the planning process, citizens identified 108 major strategies within the above 12
categories. Each district then indicated when they believed each strategy should be addressed. The
strategies are therefore grouped by the attention they should receive in 1-3, 3-5, or X20 years, and
the results are listed on the following pages in columns in order of popularity. Within each category,
the number in parentheses nett to each strategy indicates the order in which the strategy should be
addressed. This chronological order is based on the total number of individuals who voted for that
approach.
8
Priorities Withln Each Issue CaLgorv
Economics -Potential Businesses -The most popular strategies over the nett 20 years include:
restaurants, certified kitchens, train museum expansion, Hamakua Cultural Center, gas stations, and
shopping centers.
1"3 Rears 3~y~ ~X~
Restawants (1) Services (laundry/mechanic) Food coops (8)
Gas stations (2) Tourist information centers (10) Bed and breakfasts (9)
Train museum expansion Botanical gazdens (11) Chamber of commerce(15
(shops and food) (3) Slaughterhouse (13) Construction (1'n
Certified kitchens (4) Sports tourism(14)
Hamakua Cultural Center (6
Shopping centers ('n
Aquaculture (12)
Business incubation (16)
Value-added product development, such as wood, was identified as a high priority in the district
conferences, but it did not retain high priority status in the final analysis. This issue should be
closely monitored to ascertain the level of interest in it throughout the region.
1 _ v arc ~ygarc X20 years TQTAL
Total number of businesses projected: 6 4 5 15
Total number of jobs projected: 35 5 20 60
Economics - Agriculture -The most popular strategies over the next 20 years include: Agricultural
marketing, farmers' markets, medicinal herbs, hardwood forestry, and independent farms.
1_3 Xeyrg _ y . rc ~xe~
Agricultural marketing (1) Farmers' support groups Rainbow Agro-Forestry &
Fanners' mazkets (2) Hardwood forestry (7) Multicultural Center (8)
Medicinal herbs (3)
Value-added processed food (4)
Independentfarms(6)
Community gardens (9)
Greenhouses (10)
Community garden creation was identified as a high priority in the district conferences, but it did not
retain high priority status in the final analysis. This issue should be closely monitored to ascertain the
level of interest in it throughout the region.
1_3 years 3_5 !ears ~ve~m TQTAL~
Total number of businesses projected: 22 3 5 30
Total number of jobs projected: 60 15 15 90
9
Education - SchooUCommunity -The most popular strategies over the nett 20 years include:
computer centers/classes/distance learning, parent education, natural teaming sites, intergenerational
education, and small schools.
1~-Years 3-5 years ~2QY.ears.
Computer centers/classes (1) Intergenerational education (3) Small schools (4)
Parent education (2) Natural teaming sites Project based learning (6)
Education centers ('n Educational gardens (11) Training in woodworking (9)
Teacher education (8) Resource manuaUoflice (12)
Gun education (10) ESL tutors (13)
Camp-type conference center (14
Education centers had been the highest priority in district conferences, but it did not retain high
priority status in the final analysis. This issue should be closely monitored to ascertain the level of
interest in it throughout the region.
1=3-ygais 3=5~'~acS X24-Years TQTAL
Total number of businesses projected: 4 1 3 8
Total number of jobs projected: 12 3 5 20
C ~
Education -Cultural -The most popular strategies over the nett 20 years include: maintain sacred
places, Hawaiian Cultural Center, museum tours, storytelling programs, and crafts and other classes.
t~v
a~ 3-5
vests ~?~years
Crafts and other classes (1) Maintain sacred places (2) Museum/tours
Intergenerational activities(3) Storytelling programs (6) Halau ('n
Hawaiian Cultural Center (4) Cross-cultural mentoring (8)
The Hawaiian Cultural Center had been the highest priority in district conferences, but it did not
retain highest priority status in the final analysis. This issue should be closely monitored to ascertain
the level of interest in it throughout the region.
1=~Xears 3~Ye~rs ~2~Years TQTOL.
Total number of businesses projected: 3 2 3 8
Total number of jobs projected: 15 5 5 25
10
Public Safety -The most popular strategies over the next 20 years include: police substation patrols/
visibility, neighborhood community watch, school and public bus transportation shelters, road/lights/
signage, and sidewalks.
1-3
veart 3~T ears ~Xear.~
Police substation/patrols (1) Neighborhood watch (2) School and public bus shelters (3
Sidewalks (5) Roadsllights/signage (4) Interagency meetings (8)
Overpass flashing lights (7) Speed bumps (6)
Roads/lights/signage had been the highest priority in district conferences, but it did not retain high
priority status in the final analysis. This issue should be closely monitored to ascertain the level of
interest in it throughout the region.
1_3 years 3-5
veers S2A
years T_QT9L
Total number of businesses projected: 0 0 0 0
Total number of jobs projected: 0 0 0 0
These activities are likely to be services conducted by county or state government rather than the
private sector.
Environment -Education -The most populaz strategies over the nett 20 years include: pesticide
education, recycling education, and a general environmental education program.
1-3
veazs ~=~Xeats 520-Rears
Environmental education (1)
l Recycling education (2)
Pesticide education (3)
1_3 years ~ v ars ~Xears TS2T9L
Total number of businesses projected: 3 0 0 3
Total number of jobs projected: 10 0 0 10
Environment -Protection -The most populaz strategies over the nett 20 years include: recycling
center, recycling/rubbish collection service, junk car removal, beautification program, and green
waste processing.
1-3 ~+eazs ~y~ars 5-20
years
Junk car removal (3) Recycling center (2) Recycling/rubbish service (1)
Restore ahupua'a (6) Beautification program (4) Green waste processing
Open space preservation (7)
Green waste processing had been the highest priority in district conferences, but it did not retain
highest priority status in the final analysis. This issue should be closely monitored to ascertain the
level of interest in it throughout the region.
1=~-years 3~y~azs 5-ZOTears TQT6L
C Total number of businesses projected: 1 1 1 3
Total number of jobs projected: 2 3 5 10
11
Environment -Access -The most popular strategies over the nett 20 years include: hunting/gather-
ing/fishing rights, flexible land use regulations, and availability of quality farmland.
L-~y-ears 3~Xsars 5-20
veact
Hunting/gathering/fishing (1) Available farmland (2) Flexible land use regulations (3)
1=~-Yeats ~=5~'~ars ~24.~'~acs TQT9L
Total number of businesses projected: 0 0 0 0
Total number of jobs projected: 0 0 0 0
These activities are likely to be based on advocacy efforts with government and private entities.
Recreation -The most popular strategies over the next 20 years include: youth centers, public
restrooms, swimming pools, and equipment.
1- y ra 3_5 Years 5-20 years
Youth centers (1) Swimiming pools (3) Equipment (4)
Public restrooms (2) EntertainmenUdance ctr (5) Revision existing facilities (6)
Sports leagues (8) Re-do Waipio overlook ('n
Skate park (10) Activities instructors (9)
Family excursions (11)
Action entertainment (12)
1~-Years 3-5 years ~2Qyears ZQTBL.
Total number of businesses projected: 2 3 2 7
Total number of jobs projected: 15 0 10 25
Most of these activities are likely to be services conducted by county or state government rather than
the private sector.
12
Health Care -The most populaz strategies over the nett 20 years include: health care facility, long-
term care options, preventative care options, home-based care options, and mobile health services.
C _ v arv 5-2o y~
Health caze facility (1) Preventative care options Mobile health services (3)
Long-term care options (2) Home-based care options (6) Mental health services (8)
DARE -kids and adults (4) Political advocacy (12)
Promote health lifestyles ('n
Community-based care (9)
Rehabilitation programs (10)
Drug hot-line (11)
1-3Tears ~X~ars S20 years TS2T~L
Total number of businesses projected: 5 2 2 9
Total number of jobs projected: 20 5 15 40
1Yansportation-The most popular strategies over the nett 20 years include: vans with lifts for
medical purposes, late bus from schools, access to/from youth centers, access to/from community
sites, and amend existing bus schedules.
1-3 years 3-5
veers years
Vans to doctors (1) Amend bus schedules (4) To/from community sites
To/from youth centers (2) Honokaa-Hilo airport shuttle (6)
Late bus from schools (3) Railroad access for farms (7)
1_3
v_, ears 3~.ygacs 5-20 years TQTAI,
Total number of businesses projected: 1 0 1 2
Total number of jobs projected: 5 0 5 10
Some of these activities are likely to be provided by government providers.
Arts-The most popular strategies over the next 20 years include: entertainment, wood products,
youth photo shows, and art-in-public places.
1_3
years ~.y~ts ~-Ye~
Entertainment(1) Wood products (3)
Art-in-public places (2) Art guild shows (5)
Youth photo shows (4)
1~years 3_5
t'~ars S20
years T4T9I-
Total number of businesses projected: 2 5 0 7
Total number of jobs projected: S 15 0 20
13
Top 20 Overall Strategies, 2000-2020
The following 20 issues received the highest numbers of votes during the final prioritization
process in May 2000. Most issues (60°l0) are to be addressed within 1-3 years, except items 2, 8, 9,
12, 14, 16, 17, and 19.
~X gX
1. Public Safety Police substation/patrollvisibility
2. Public Safety Neighborhood/community watch
3. Environment -Education Pesticide education
4. Recreation Youth centers
5. Environment -Access Hunting/gathering/fishing rights
6. Arts Entertainment
7. Environment -Education Recycling education
8. Public Safety School and public bus shelters
9. Environment -Protection Recycling center
10. Transportation Vans with lifts to doctors
11. Environment -Education General environmental education programs
12. Public Safety Roads/lights/signage
13. Economics-Agriculture Agriculturalmazketing
14. Environment -Protection Recycling/rubbish collection service
15. Transportation Late bus from schools
16. Environment -Access Flexible land use regulations
17. Environment -Access Availability of farmland
18. Transportation To/from youth centers
19. Arts Wood products
20. Economics -Agricultural Farmers' mazkets
14
Top Overall Strategies in Each Category, 2000-2020
The following issues are the most important strategies within each of the 12 categories:
(1) Economic -Potential Businesses: Restaurants
(2) Economics -Agriculture: Agricultural marketing
(3) Education -School/Community: Computer centers/classes/distance learning
(4) Education -Cultural: Maintain sacred places
Public Safety -Police substatiodpatrolJvisibility
Environment -Education: Pesticide education
(7) Environment -Protection: Recycling center
(8) Environment -Access: Hunting/gathering/fishing rights
(9) Recreation - Yonth centers
(10) Health Care -Health care facility
(11) Transportation -Vans with lifts to doctors
(12) Arts -Entertainment
Implications of the Findings
The data suggests a number of interesting implications that may help to guide community
development activity:
(1) In all combined categories, 71 total businesses aze projected over the nett 20 years in this Plan,
and these businesses will generate 250 jobs during this period. These numbers are intentionally
conservative.
(2) Within each category, the strategies with the highest votes for immediate action aze generally not
businesses but services (e.g., marketing, classes, police visibility, advocacy). Of the Top 20
strategies, only 10 can realistically be described as business opportunities. The other issues are
related to government services or policies and community organizing.
(3) Public safety is the most important issue for the Hamakua Coast. Environmental education is the
second most important issue.
(4) The most desirable business opportunities are in the areas of food and agriculture (e.g.,
marketing, restaurants, certified kitchens, farmers' mazkets, medicinal herbs, and hazdwood
forestry). Two strategies -community gazdens and value-added food/wood products -were
originally the highest rated economic activities, but they did not emerge as an immediate priority in
the final analysis. However, considering their initial appeal, they should still be considered important
to the region.
(5) The majority of the non-agricultural economic activity envisioned for the region is geared to
visitors rather than residents, which assumes that there will be enough interested visitors in the
` region to ensure the viability of these endeavors.
l (6) Business planning is a prerequisite for all enterprise development initiatives in this Plan.
15
Recommendations
To inform the ongoing planning process, additional data still needs to be collected by the
HHCDC in We following areas:
1. Statistics on the numbers of jobs that will be required in the region today and over
the next 20 yeazs in order for most residents to work within the coastal region;
2. An inventory of natural resource ownership patterns;
3. An inventory of sacred cultural sites worthy of protection and preservation;
4. Analysis of current human, solid, agricultural, and industrial waste disposal methods,
including the impact of current agricultural practices and pesticide and herbicide use
on local soils, waterways, and ocean life;
5. Examination of all current agricultural mazketing efforts and analysis of their success;
6. Analysis of land use regulations and how they impact local communities; and
7. Assessment of existing health and social service providers statewide regarding their
interest in and capacity to offer services along the coastal region.
In addition, the HHCDC needs to reach out to and involve key private and government
stakeholders in the next phases of planning efforts. These include current major owners of property,
assets, and businesses, as well as such government departments as county planning, police, public
works, and transportation, the state land and water agencies, and the university agriculture reseazch
and development department. Many of the issues prioritized during this visioning process are the
responsibility of government and/or would require the participation of government or other entities.
Our planning process revealed common themes, which aze reflected in the Plan's goals and
objectives:
Goal 1. Use local knowledge, skills and native raw materials, and increase loco! business
ownership, incubation, and purchasing habits. The Hilo Hamakua Coast has a wealth of human
and natural resources which can solve local problems and generate economic opportunity. The
HHCDC has the responsibility to identify this knowledge and skill base and to coordinate the
effective use of these community resources. Economic development initiatives should provide local
people with opportunities to own businesses, as this will keep profits on the island and reduce the
need to import companies from elsewhere to provide employment opportunities.
The Plan recommends that HHCDC and its three community associations work
collaboratively with the County of Hawaii and the Small Business Development Center at the
University of Hawaii to continue to establish numerous types of locally-owned small businesses
which aze based on readily available materials in the bioregion. Such endeavors should focus on
creating products and services for residents so that local people can shop within the region rather
than in towns outside it, as every dollar spent at a local business circulates many times in the local
economy. Training programs may be required to cultivate the skills necessary to start such
enterprises. The HHCDC should also explore the development of purchasing cooperatives which
would purchase goods and services for communities in bulk, thereby reducing costs to individuals.
Objective 1. Support regional agriculture by ?eading [he effort to consolidate and expand
marketing approaches and support groups for small independent farms, form agricultural
cooperatives and new local markets, and expand the medicinal herb, value-added food, and
hardwood forestry niches of the industry. Community gardens, greenhouses, and agro-forestry
centers can also attract resident and tourist interest.
16
Objective 2. Develop value-added pralucts and crafts through the use of native wood,
flowers, roots, and other organic materials, shells, nuts and fruits, lava rock, bamboo, and meat and
( fish cuts, canned products, and jerkies. Such endeavors would be more easily facilitated by the
establishment of certified kitchens, craft centers, materials storage facilities, greenhouses, wood
shops, slaughterhouses and fisheries, galleries, local products festivals, and public art venues.
Objective 3. Create facilities for small business incubation. The HHCDC should (a)
identify one site in each district for a business incubator, and secure grants or loans for its
construction, and (b) inventory unused or underutilized existing structures in the region that could be
renovated and used for this purpose. Business incubators should be designed to host X10 diverse
start-up companies at a time, should provide technical assistance, and should include cost-sharing on
office equipment and supplies. Entrepreneurial training programs for young people should be an
ongoing function of such facilities.
Objective 4. Establish more restaurants, gas stations, laundries, mechanic shops, and
otherservices in the area The HHCDC should assist interested entrepreneurs with business
planning, site identification, market research, financing options, legal and taz issues, and operations
training in such azeas as personnel, accounting, information systems, and marketing.
Goa12. Engage people in advocacy, education, and training initiatives so that citizens have more
access to information, financing, land, and technology. The coastal region is remote and does not
have an extensive history of self-organizing, job training, technology, and entrepreneurship. The
HHCDC can play an important role in providing residents with the resources they to leverage
political power, have greater control over their land and natural resources, and compete in the
modem economy. The Plan recomends that the HHCDC continue to expand its role in cultivating
public political involvement, providing educational opportunities, and securing the necessary
resources for residents to develop entrepreneurial endeavors.
Objective 1. Provide additional computer centers, instructional classes, and distance
learning opportunities. The HHCDC should secure government financial support for computer
centers, and work with the university extension system to provide equipment, training, technical
assistance, and academic instruction so that residents of this rural region can educate themselves and
start their businesses without needing to drive to Hilo, Waimea, or Kona.
Objective 2. Facilitate a continuous public participation process through which citizens
may advocate for political rights. The HHCDC should organize standing committees which address
the azeas of highest concern in the azea, such as the preservation of open space, restoration of the
ahupua'a system of land use, the availability of farmland, and overall flexibility with regazds to
general land use regulations. Each committee needs to at least be comprised of youth and adult
residents, business owners, land owners, and government staff and elected officials.
Objective 3. Initiate orfrnd existing traditional and alternative sources of financing for
entrepreneurial initiatives. The HHCDC should research and disseminate the benefits and
challenges of SBA and bank loans, venture capital funds, women and minority loan programs,
philanthropic investments and grants, alternative credit unions that fund specific kinds of businesses
such as environments] or agricultural, community loan funds that offer low- or no-interest loans, and
microlending institutions that offer very small business loans.
17
Goal 3. Develop programs, policies, and businesses that bring people of difJ'erent ages,
communities, and generations together
for social, cultural, and economic purposes. The Hilo
Hamakua Coast consists of diverse rural villages of diverse cultures and a longstanding tradition of
agricultural production. The HHCDC should use its organizational structure to bring together people
of all ages and cultures for the purpose of building the spirit of community, cultivating cultural pride
and intercultural appreciation, and enhancing quality of life for all members of the region.
Objective 1. Create more recreational venues which serve people of all ages. The HHCDC
should partner with existing non-profit providers, entrepreneurs, and local government agencies to
establish youth centers, swimming pools, and entertainment such as dancing, sports leagues, and
skate parks. It is particulazly important to provide young people with positive activities during out-
of-school time such as after-school, weekends, and summers.
Objective 2. Provide ongoing educational opportunities for parents, teachers, and for
intergenenrtional exchange. The HHCDC should identify and seek funding to support providers of
short- and long-term seminars on parenting skills, innovative teaching methods and performance
assessment techniques, and integenerational activities through which elders and youth can team from
one another.
Objective 3. Improve the availability, diversity, and
frequency of
public transportation. The
HHCDC should seek providers to operate van-based services for medical purposes and travel to
specific youth and community sites along the coast It should negotiate with public school bus
operators to consider providing late buses from schools to communities and with the Hele-On island
system to develop schedules more suited to local resident needs. A specific coastal shuttle to the Hilo
~ airport should also be explored.
Goa14. Prioritize educational initiatives which enhance cultural values, care jar the Earth, and
promote healt/ty lifestyles.
Objective 1. Develop environmental education and protection programs which establish
more sustainable approaches to ecosystem management. The HHCDC should work with all levels
of government agencies to develop and fund a regional watershed initiative through which
beautification becomes a visible priority while the negative human impacts on soils and waterways
aze minimized. Such an initiative should address residents' concerns about pesticides, manage or
recycle human and green wastes responsibly, and educate all citizens about efficient and sustainable
resource management strategies. Grants could be written to support this initiative, which could
provide jobs and numerous volunteer oppomrnities.
Objective 2. Provide lifelong opportunities to deepen cultural understanding and
appreciation, particularly teaching the younger generations about their heritage and traditions.
The HHCDC should lead the effort to maintain sacred built and natural places, establish a Hawaiian
Cultural Center and regional halaus, and facilitate the pracficing of traditional crafts and storytelling.
Objective 3. Improve the quality, scope, and scale of education. The HHCDC should work
with the schools to diversify educational opportunities so that students can experience project-based
and service-learning, as well as team in community and natural settings among a variety of role
models.
18
Citizens should advocate for the creation of small schools or `families" within schools, so that a
lower student-teacher ratio will provide more individualized instruction.
Objective 4. Promote healthy kJ'eslyles and positive interpersonal dynamics. The HHCDC
should seek ways to augment substance abuse prevention efforts, increase the availability of
counseling services, expand student peer mediation programs, and facilitate community trainings on
recognizing symptoms of potential personal and interpersonal difficulties.
t,oa15. Provide residents with basic infrastructure and services before addressing other issues.
While quality and accessible employment is a high priority, this planning process revealed an even
greater emphasis on the need to provide basic services to residents in the areas of health, waste,
physical improvements, and land access. The HHCDC should address these issues before focusing
too much time and energy on developing businesses which cater to visitors.
Objective 1. Improve residents' access to a wider variety of health care options. The
HHCDC should work with the regional health care provider to explore satellite day and long-term
facilities, as well as preventative, home-based and mobile caze services. Such initiatives should
specifically include drug and alcohol treatment.
Objective 2. Develop an ecologically sound waste management system for the coastal
region. The HHCDC should work with the county to develop a waste and recycling collection
service, establish a green waste processing facility, and establish a recycling center. This system
should include education in the areas of source reduction, materials reuse, composting, and
biological waste treatment systems such as constructed wetlands.
Objective 3. Improve the physical infrastructure. The HHCDC should work with the
county and state to ensure that public works projects warrant the highest priority, particulazly road
paving, light installations, street and special site sigaage, sidewalks, public restrrooms, and school
and public bus shelters stations. If such stations included public restrooms, other local businesses,
and health care services, people would be more likely to use all the services and public
transportation.
Objective 4. Advocate for residents' access to lands used traditionally for
food gathering
and recreation. The HHCDC should establish a Land Access Task Force, involving all stakeholders,
to negotiate public access easements for hunting, gathering, fishing, and camping, which are
commonly viewed by island residents as basic survival rights.
Goa16. Involve citizens in the design, development, implementation, and evaluation of all
regional improvement strategies.
Objective 1. Maintain, support, and expand resident participation in aU aspects of district
community associations. The HHCDC should advocate for public participation in regional social
events, political organizing campaigns, intergenerational sharing, and the continual assessment of
success towards the goals in this Plan. The HHCDC should diversify its promotional and outreach
efforts to ensure a greater and wider variety of participation in its sponsored activities.
19
Objective 2. Enhance the capacity and e,,()`'ectiveness of the HIICDC. The corporation
should continue to act as a primary vehicle for communication, collaboration, and celebration among
all coastal districts and their communities. To gamer support, the HHCDC should consistently elicit
public involvement in conducting reseazch, creating documents, hosting events, and publicly
articulating important issues. An inventory of human resources in the region would assist the
corporation in targeting specific individuals and groups for specific economic development projects.
Objective 3. Improve citizens' voice in decison-making processes. The I-II-ICDC should
involve residents in advocating for county government changes which would allow community
associations to have an official voice in all aspects of community economic and environmental
planning for their district. This could involve the creation of Regional Planning Teams comprised of
government, I-II3CDC, business, and non-profit interests, as well as youth.
Zf1
Timeline
The 108 community development strategies are divided into three chronological groups and
listed within each group in order of priority on the following three pages.
1_3 Years 3-S years 5-20
vtats
1 • Police substation/patrols Neighborhood/comm. watch Recycling/rubbish collection
2' Youth centers Access to available farmland Flexible land use regulations
3 Hunting/gathering/fishing Recycling center Mobile health services
rights
4' Agricultural marketing Roads/lights/signage Museum/tours
5. Environmental ed. program Beautification program Family excursions
6 Entertainment Maintain sacred places Green waste processing
Vans w/ lifts to doctors Late bus from schools Small schools
g• Recycling education Wood products Action entertainment
9' Farmers' mazkets Amend public bus schedules Project-based learning
10. Computer centers/classes Preventative health care Mental health services
11. Restaurants Home-based care options Transportation to comm. sites
12. Art-in-public places Youth photo shows Halaus
13. Transportation to youth ctrl. Intergenerational education Recreational equipment
14. pesticide education Swimming pools Re-do Waipio overlook
15. Clean up junk cars Services (laundry/mechanic) Bed and breakfasts
16. Health care facility Natural learning sites Food coops
l~' Long-term caze options Storytelling programs Training in woodworking
18. Public restrooms Farmets' support groups S ed bumps
19. Hawaiian Cultural Center Entertainment/dance center Activities instructors
20 Intergenerational cultural Sports leagues Rainbow Agro-Forestry &
activities 21 Multicultural Center
Timeline (2)
Cd the 108 community development strategies, 47 are to be addressed within the next three
years.
1.3 years 3_S years ~
21. Crafts and other classes Art guild shows Shuttles to Hilo airport
22. Gas stations Tourist information centers Tennis courts
23.
Train museum expansion Educational gazdens Revision existing facilities
Pazent education Skate parks Resource manual/office
Certified kitchens Botanical gardens Cross-cultural mentoring
26 Sidewalks Political advocacy (health) Interagency meetings
DARE -youth and adults Slaughterhouse Railroad access for farms
Medicinal herbs Community gulch pazk Chamber of commerce
29. Value-added processed foo Sports tourism ESL tutors
30. mote health lifestyles Gymnasium Camp-type conference center
31. Shopping centers Construction
32. Hamakua Cultural Center
33. Independent farms
34. Education centers
35. Teacher education
36. Overpass flashing lights
37.
Rehabilitation programs
38.
Community-based care
39. Hudwood forestry
40.
Community gardens
22
Timeline (3)
Of the 108 total community development strategies 61 are to be initiated beginning during
2003 or later.
1_3 years 3.5,vears X29-X~ars
41. Gun education
42. Open space preservation
43. Restore ahupua'a
Drug hot line
45. Value-added products (wood)
Aquaculture
4~• Greenhouses
Conclusion
This Plan prioritizes the economic, cultural, educational, and infrastructure priorities of the
citizens of the Hilo Hamakua Coast. The data collected is useful for expanding the process of
growing the local economy while preserving the cherished rural lifestyle. Accomplishing the
objectives in this Plan will take considerable time and effort. As such, the following conclusions
may assist the implementation effort:
(1) The HHCDC cannot undertake all these strategies unilaterally. It must use its leadership to
forge strong collaborative partnerships with public and private sector interests on the island to be
successful, including participation in the 2000 Hawaii County General Plan. The HHCDC will need
to detemune who will be responsible for managing each project.
(2) Feasibility studies, market research, and traditional business planning activities will be
required. For most of the economic development strategies featured in the Plan, research into the
costs of developing each project still needs to be conducted. Education and technical assistance will
be valuable to access in this area, especially as they are combined with attractive financing packages
that can bring many of these dreams to fruition.
(3) The success of implementing this Plan will be based on community participation. Now that
everyone along the coast has had numerous opportunities to influence this Plan, it is up to all
members of the Hilo Hamakua communities to lend their time, energy, and resources to these
important initiatives. If this occurs, the Hilo Hamakua Coast will provide for the basic needs of its
residents and establish many businesses and jobs, all while enhancing local cultures and regenerating
the local environment. This is the definition of sustainable community development.
23