Loading...
HomeMy WebLinkAboutCOM 0495.000 2004-2006 JMfY•.US 4~~ ~ 7 ' ®~xse 95 aetsna Mayor" : • Managfng Director :r Peter L. Hendricks art oi~M~~ Deputy A9anggmg Db~ector COUNTY OF HAWAII 'S Aapwu Street, Room 215 Hilo, Hawaii 96720-4252 (gOR) 961 821 I • Fax (RO8) 9F]-6553 KONA 75-706 Kankmi Ihghway. Suite lO3 • Kailua-Kona, Hawul'I 96740 (POs) Q9->226 s Fax (808) 32656( 3 October 17, 2005 Honorable Stacy Higa, Chairman and Members of the County Council County of Hawai `i 25 Aupuni Street Hilo, HI 96720 Dear Chairman Higa and Members: Change of Lone Application (REZ OS-003) Applicant: Yoshio Inaba, et al. Request: A-40a to FA-4a Tax Map Key: 6-d-17:40 Change of Zone Application (REZ OS-012) Applicant: ,Iim Winniman Request: CN-10 to MCX-20 Tax Map Key: 2-2-49:24 Envision Downtown Hilo 2025 As required by Chapter 4, Sec. 6-4.3(C), Hawaii County Charter, transmitted herewith for the County Council's consideration and action are the Planning Commission's letters and enclosures regarding the above-referenced requests. Sincerely, C, J~" ~~^~vp ' Harry Kim Mayor Enclosures cc: Planning Department ~ Comm. No. 49 ~ 12A.+0. 19 x`05 ~ Ref. 70: Ref. Date p~T 2 q zno5 rr or ' ~''4y .t• ..:~c . h w N'+ County of Hawaii PLANNING COMMISSION Aupum ('enmr • 101 Pauahf Sheet, Sm[c 3 • Hilo, HnwaPi 96720 Phone BO81461-8288 • Fax (8081961-8"142 October 17, 2005 Stacy Higa, Chairman and Members of the County Council County of Hawaii 25 Aupuni Street Hilo, HI 96720 Dear Chairman Higa and Council Members: Envision Downtown Hilo 2025 The Planning Commission at its duly held public hearing on October 7, 2005, voted to forward a favorable recommendation to the County Council for the adoption of the draft Envision Downtown Hilo 2025 plan. Enclosed is a copy of the draft plan and proposed resolution adopting this plan. If you have questions regarding this matter, please contact Susan Gagorik of the Planning Department at 961-8288. Sincerel ed Galdones, Chairman Planning Commission Enclosures cc: Ms. Susan Gagorik Ms. Alice Moon Hawaii Counry is an Equal Opportunity Provider and Employer ~hV ision Downtown H~~o t~I 025 F \ ~ ~ ~r' ~d~ ~ 0 A Community-Based Vision and Living Action Plan for Downtown Hilo August 2005 By Beth Dykstra For The Friends of Downtown Hilo Steering Committee Prepared for Hawaii Community Foundation Hawaii County Planning Department Hawaii County Department of Research and Development Big Island Resource Conservation and Development Council tl ~~V ision Dottntown Hilo ~ 1 2025 a F V 8~ i~0~ 0~1 ti;~~\ September 6, 2005 Friends of Downtown tlilo Steering Committee Barbara Andersen Christopher J. Yuen, Planning Director Planning Department Kanani Aton 101 Pauahi Street, Suite 3 Adrienne Carlin Oliver Hllo, Hawaii 96720 Keith Dc La Cruz Susan Gagorik Dear Mr. Yuen: ter' Gertz Subject: F,nVision Downtown Hilo 2025 tvla,y )amen Community-based Vision and Living Action Plan for Downtown Hilo Catherine Kamau Alin Moon I'm pleased to provide you with the enclosed 15 copies of the DRAFT Envision Downtown Hilo 2025 Community-Based Vision and Living Action Plan for forwarding to the Planning saran o'Nem Commission. We are requesting that a resolution be passed to endorse the document and its intent. Anita Rolitano-Steckel We would like to request to be placed on the October 7, 2005 Planning Commission agenda in Steve Shropshire order for the County Council to review this document before the end of this year. Dolly Straza r On behalf of the Friends of Downtown Hilo Steering Committee, thank you and the Planning Les Takayama Department for your support in helping to bring the Envision Downtown Hilo 2025 project to Mcrcaith Tanioxa fruition. I would particularly like to thank your staff member Susan Gagorik, without whom I t,ynneire uyesato believe none of this would have happened. Marlene Murray, Recorder Because Coastal Zone Management Funds were received to support this project, upon endorsement by the County Council, the Plan should be forwarded to the State Office of Planning. www.hilo2025.org As you know, this document is the culmination of over 15 months of community work to create a vision for Downtown Hilo by the year 2025. Our focus has been to ensure that this be a community-based process with community ownership of the plan. Therefore, integral to the process is sharing the story on how all this came together. It is hoped that this document will serve as an inspiration, model and handbook to others who may wish to embark on a visioning process. As implementation is also a key component to the success of the plan, a detailed action plan is included in the document. Part of the living nature of the plan is that it is an active part of civic life always in motion and changing. If you have any questions, please contact me at 933-9772 or amoonLbi¢island.com. Mahalo, once again, for helping the community with this landmark project. Sincer ~jJ Alice L. Moon, CommuLity Liaison Friends of Downtown Hilo Steering Committee Envision Downtown Hilo 2025 -'Ike is Hilo C/n Big Island Resource Conservation & Development Hilo Lagoon Centre ]01 Aupurti St. N 229A Hilo, HI 96720 Envision Downtown Hilo 2025 lie is Hilo A Community-Based Vision and Living Action Plan for Downtown Hilo ray Reth Dykstra For the Fnends of Downtown Hilo Jteering Committee Prepared for lha Hawa~ i Community Fo~~ndation Hawa~ i County Planning Department Hawa~~~ County Council Hawaii County Department of Re~eaich and Development i3ig Island Resource Conservation and Developrr~enf Council, Fiscal Sponsor the preparation a' the report was financed ire prni by ILe Coasla Zone Management Ad o{ 1972, as amended, adminlsle~ed by 1ha Office of Oceor and Coastal Resource PAanagemenl, National Ocear Service, National Oceank and Atmosphenr Admin~strat~on, Un?ed States D?panmect o' Commei~e, through the Office of Placning. Spate o' t ia~ra~ lhu report was prepared In parl by the County o~ F owoi'~ under award NA04NOS419038 of NA03NO54190G8'< (respe_tively) from the Notional Oceanic and Atmo phenc Admit slrai of ~ ~ S Departmant of d Commerce. The statements, Imdings, condu inns, and r _ommendat~ons are s ~ those of the author(s) and do not necessanl7 reties 'h s ~ws o! the National Oceanic and Atmospheric Adm~nlstralson or the Department of Commerce Funds were also prodded 6y the Office or Plannna, Department of Business, Economc Development and Tourism Sra~e o` liowa~ i August 2005 Envision Downtown Hilo 2025 '/ke is Hilo s~ a s.~ t ° ' + dedicated to our Kupuna and our Keiki with gratitude and ~Iloha '%v/ farriil has been in Hilo for Y Y over one hundred years, so f'm "My dream for ffie future woulo'be for Hilo to concerned about ifs future. " remain the kind of community it has always -Cameron McDanie% ,4ge 9 been- " -Fred Koehnen, /ge 85 Foreword NEARIY 60 YEARS AGO, in April 1 946, o massive tsunami originating across the Pacific swept into Hilo Bay on the Big Island of Hawaii, devastating the town of Hilo and causing the loss of many lives. li was a horrible day in the history of a place better known as being a kind of paradise on earth. True to their nature, the people of Hilo rallied in the aftermath of this disaster- rebuilding their downtown and reclaiming their community. In time, Downtown Hila was thriving again and more beautiful than ever. Since then, tsunamis and lava flows have reminded residents of the importance of always being prepared -and planning for a less than-predictable future As we begin the 21 st century, a host of new challenges -population growth, economic globalization, depletion of natural ~esaurces, em~ironmental degradafion, a growing gap between rich and poor- face local communities everywhere. Collectively, these "tsunamis of change" pose a {ar greater threat than do the forces of water or fire. No community is immune to change -and every community would do well to think more strategically about its future. This is exactly what Hilo has been doing. Since early 2004, the Frig-ends of Downtown Hilo Steering Committee have engaged the people of Hilo in envisioning a preferred future for their community and developing a plan to make it happen- Through the Envision Downtown Hilo 2025 project, hundreds of community members from all walks of life have come together to "talk story" and to share their visions for a vibrant, indusve, more sustainable Downtown Hilo. As an advisor to Envision Downtown Hilo 2025, it has been my privilege to help guide Hilo's visioning process More than any community I have worked with, Hilo's process has been orgdnic" -sprouting from the community's rich cultural, spiritual, ethnic and social environment. In Hilo, it's not just about having a vision for the future, it's about building the relationships and skills to make that future happen -what we planners like to call "community capacity." In the pages to follow, ~,~ou will learn about the visions that these people have for their community, a "living" action plan designed to make these visions a reality, and a strategy to implement this plan over time. With These resources in hand -and the power of nature always there to remind us to be one step ahead - I know that the people of Hilo will achieve their vision for the future. Steven Ames Steven Ames Planning Portland, Oregon August, 2005 Executive Summary EnVisicn Dawrdo~~n ; fh, 202:, )ke id riiio, is a Community-based Vision and Living Action Plan for Downtown Hilo. It incorporates six vision focus areas: Creating Economic Vitality; Preserving Our Environment; Strengthening & Sustaining Our Community, Enhancing Education, Culture and the Arts; Promoting Health and Safely; and Managing Growth. Envision Downtown Hilo 2025 (EDH 2025) began as a grassroots effort by interested citizens, the Hilo Downtown Improvement Assodation (DIA) and a staff member from the County of Hawaii Planning Department The group evolved into the Friends of Downtown Hilo steering Committee which guided EDH 2025 from March 2004 through the development of this document. The "living plan" incorporates continued community participation and the resulting sense of community ownership. The creation of a shared unified vision achieved Through collaboration and community involvement throughout the process sets this plan apart from previous traditional planning documents. EDH 2025 will be revisited and revised as it progresses. During the implementation phase of EDH 2025, a new organized group will monitor and evaluate the Living Action Plan and its progress. Their role will be to continue to partner with public and private entitles as the living Action Plan becomes a reality. This document tens the story of how people came together to provide authentic input and developed a 20-year community-based vision and a 5-year living action plan for Downtown Hilo. It describes the process as it unfolded, community involvement along the way and the lessons learned. Collaboration, cooperation, compromise and consensus are reflected in the process. Envision Downtown Hilo 2025 highlights the value of community-based visioning. It can serve as a model for other communities as they begin to collaborotlvely chart their future and it can provide direction for government as they form new partnerships with the community. Although impossible to capture all the exciting challenges and outcomes in a few pages, it is hoped that this document communicates the positive energy and excitement that was harnessed through this community effort. .i. Preface The document that follows serves several purposes. It is a plan wntten for Downtowrn Hilo 6y the commun~ry. It Is a story about an organic, spontaneous community visioning process- It is a model for other communities to follow when conducting their own visioninq process. And it Is the platfarn from whid~ implementation of the Living Action Plan will begin. Part One contain; the story phis Is the step-by-step, nuts-and bolts of workshop development, committee meetings, and planning activities, all the way to development of an implementation committee. Part One ends with the lessons learned during this 15-month process and some final words by Steering Committee Leadership. Part Two contains the Community-Based Vision and Living Action Plan. All of the ideas in Ihis section belong to fhe Community. The story, the process of EnVislon Downtown Hilo 2025, is just as important as the Plan itself. The process was orgaric, fluid, and able to adapt to changes in circumstances. This characteristic is what makes the plan a Living Plan. This plan pays homage to all the hard v~~ork of previous community leaders and brings their work back info relevance. This plan recognizes the community's collective obllgafon to be a steward not only of its own neighborhood, but o{ nearby neighbors Including the natural resources on whkh everyone depends. Writing a vlsior for a land of superlatives is nearly impossible There is an ineffable quality to Hilo that can be conveyed only through expenence. On the neighbor islands when people meet someone from Hilo, they immediately smile and pause. Their countenarce becomes contemplative, peaceful; they may sigh. A common verbal response is "I /oue Hilo. My grandmother lives there, and I always enjoyed visiting as a kid." Of course, they may be describing Pepeekeo or Kaumana or Keaukaha, but when they think "Hilo" the image of Hilo Town-Downtown Hilois what they see. Downtown Hilo is the very hears o4 Hdo; and al{ the diizens of the Big Island wont to see the very best for their beloved icon of Hawaii-theway-it-used-to-be. It is Hawaii the way it should be. Ever practical, the citizens or Hilo and Downtown Hilo have spoken and Braked a very straightforward vision and pragmatic action plan Folks here have a hard time asking for anything, and they are certainly not greedy. Just please keep their water, land, and air clean. Keep their streets safe and attractive. Keep their history and traditions alive-and maintain those traditions as the foundation of `he community. Let them be free to make a living and worship as they will. Keep their children safe, teach them, and cherish them. Honor their senior citizens and respect their wisdom. And please li=ten to them- Respect a what this vision is all about. And it is respectfully submitted by the people of Hilo. TABLE OF CONTENTS Foreword by Steven Ames ii Executive Summary iii Pre{ace iv Part One-Downtown Hilo's Visioning Story 1 Community Visioning Explained 3 Downtown Hilo Defined 5 How Downtown Hilo's Visioning Process Began 9 Forming the Friends of Downtown Hilo Steering Committee 1 3 Visioning with Steven Ames 16 fhe Road Show 20 Acion Planning Workshops ~ 24 Stakeholder Engagement 26 Easy Wins 28 Next Steps for Implementation 30 lessons Learned 31 Some Final Words by Susan Gagorik and Alice Moon 34 Parf Two-EnVision Downtown Hilo 2025 '/ke io Hi/o 37 Overaiching Vision 39 Shared Community Core Values 40 Focus Area Vision Statements 41 The Living Action Plan 46 Lead Solution Parfn~~rs 83 Parking lot 84 Appendix 85 The Friends of Downtown Hilo Steering Committee 86 The Road Show Schedule 87 C~uestionnaire 88 Definitions 90 Acknowledgments 92 Resources 96 i GP5--`BK:-~.. 1` - -H"i..~.-4VY_'~9.'3SeA~IDC!F wi~`3C?!@i.^Ts ".SyT'SlGSS:SY£iY'R'*£ ~W_...~'~:. E.' -ker~.etd~~~'~S2'T \RT ONE DOWNTOWN HILO'S VISIONING STORY ~ w a~ _ `,f s~F ~ti~. 4 ice; . "R k »u $ ~k£ .5~ y~rr { d ~ tt xp~. ~ ~P ~ 5i~j F.+f)~~'~+,jQ1jY~ d~V 0. daulnemm~wnw ts1 IeMeml~lh WI~~NIIIYnI GM ~'s WOL30W 1` n,~+ 2 C:orntt~iunily Visic~rling E:x~,lctiried the visioning process used for Downtown Hilo is based on the "Oregon Model of Visioning- A process ~ Community Visioning" as featured in A Guide to Commundy L/sioning. through which any ~ Hands an /nfo~mation fo~Loca/Communities, published by the Oregon cornmunlry car- envsion ~ Chapter of the American Planning Association (1 993, 1998). Steven the luture .I wants, plan Ames, author of the Guide, is the developer of the Oregon Model and how to achleva it, and begin to Implement p. has worked with numerous communities across the U.S. as well as in Through visioning, a Canada, Australia and New Zealand. community answers the t~- following quesllons ~ Steven's Oregon Model of Community Visioning is similar to the Where are we now? ~t'strategic planning process that businesses, govemmenf, and organizations Where are we going? ~9; use to assess effectiveness and to strategize goals. An important Where do we want to hoe difference is that in community visioning the entire community must be How do we get there? ` involved, included, and on board. Steven Ames' Oregon Model of And finally, ~ Community Visioning follows five basic steps. Each of the steps has three Are we geiFlng there? components: a driving question; one or more activities through which the community can respond to that question; and an end product that leads to the next step. The five driving questions, "Where are we now?" "~Nhere are we going?" "Where do we want to be?" "How do we get there?" and "Are we getting there?" lead the community logically to a final vision and action plan and on to implementation. the choice of activities used in each step depends on the community and the organizers of the visioning process. The activities may include surveys, public meetings, research, task force brainstorming, and identification of goals and Step 1 Step 2 Siep 3 Step 4 Step 5 Driving Question: Driving Question. Driving Question Where do we _ Driving Question' Driving Question- Where ore we now? Where are we going'v wont to 6P2 How do we get there? Are we getting ihere2 Community Profile Trends Analysis Vmon SYalemenf Acfion Plan Implementation and Monitoring - ~t Adivdy Adi~rdy Adrvity Actvity: Activity Collect ~esaiphve Collect mend C~nsdar Possible and Develop Goals, Implement the Vision and ~dnrmoh m Intormniror Nrelerred Scenarios Simfeoics, and Actions /1cHOn Plon `[rid Pradr c' End ProJurr End Product End Product: End Produd_ f omme mly rtolues Probable Sanono ~om mumty Vison Action Plrn Motnx Com muntly Indicators and Benchmarks SlPVen Pines Plarniny 2005 3 actions through polling- Any media available may be used. The process c_an be custom tailored to fit any community By the time a community reaches the third step, it has developed a good idea of where it is going if current trends continue and it begins to articulate its vision of an ideal future. broad vision ~ueus nuke ~roay to speafk vision ideas. Ihern es, or focus areas, emerge and the community fine Tunes its vision. Strategies are developed within each focus area fiom spedflc vision Ideas, and the communihy then develops a Gst of specific action ideas that fit each shategy- This bewmes the action plan for making the vision real. The action planning stage calls for intense critical thinking during which the community considers existing resources, possible constraints, lead partners, funding sources, and time-frames for each action idea. When the action plan is finalized the vision is ready foi implemeniaflon. The Oregon Model of Community Visioning is a flexible form of planning that anticipates changes as the process progresses. A lime frame of perhaps twenty years is given to a{low for implementation of some complicated long-range actions, but the plan is reviewed and evaluated at regular, shorter intervals, typically every five years. The community-based vision can be revised through another visioning process if circumstances within the community have changed to warrant revision- This constant cycle is necessary to keep the community actively involved in planning for its future. This cycle descn6es why Envision Downtown Hilo 2025 is re{erred to as a "living plat." the foundation of a community's vision is its collective core values, and the community's articulated vision musl reflect those values- A successful vis+oning process is a painstaking one during which every step is checked and rechecked by the community for authenticity through consensus. Effective execution of community visioning takes a long time, involving hours of planning and a lot of hard work. The benefits of such an undertaking are well worth the effort. By visioning, a community can define its shared values m one voice, which serves Yo cement resolve. In the process of developing a community vision, each member of the community becomes more empowered and more positive. Through action planning, the public learns to think critically about the obstacles that must be overcome and partnerships needed to realize a vision. The visioning public also learns to think critically about the possible indirect impacts of its proposed actions. The implementation phase is the often forgotten and ignored step; however, it is a crucial element of a true living plan, With an implementation process in place, progress can be measured, actions evaluated and a system established for keeping vision partners in touch. Citizen participation creates the energy and momentum needed for positive change- And as an added bonus, this process builds capacity tram within and develops community leaders of the future. The full story of how Envision Downtown Hilo 2025 came together follows in the next few pages. Downtown Hilo's first community workshop was held on March 22, 2004, a full six months before anyone involved hod ever heard of Steven Ames or the Oregon Model of Community Visioning 4 ~o'vvntdwn F-lilo Deft+~~c~ There is almost nothing better to do on a sunny day in Hilo than to enjoy a leisurely picnic lunch in Lili'uokalani Park Spread a blanket in the shade, fFel the gentle breeze blowing in from the hf1V Clrid [lmP nt h{l~ nnnnm m.. n4 Il..~ in,4n`.:'^ I-I~l i _ n ~LI_ r i O ~ F~ ~ - ~ _ J?aicr, n rluuJn ul pUUn IICeS IOIIVWS the crescent-shaped black-sand shoreline leading do~Nn the highway past canoe fra/e and into the heart of town. It is comforting to be able to identify the familiar old buildings and church steeples that climb up the lower slopes of Mauna Kea. And it is truly awe-inspiring to feel, hear and smell the ocean currents while taking in the majestic beauty of Mauna Kea, Mauna Loa, and the colors in the sky around them. Breathe In the soft fresh air and fet the peaceful feeling of timelessness take over. (he view of do~Nnto~Nn is a quaint reminder of our unhurried past; its spectacular natural surroundings embrace and dwarf everything human made- This all-encompassing perspective is humbling; it is also a vitally important facet of this vision and living action plan. Project Area ' Mini-Lesson Learned: li In Hawal'i, any ten people will have ten different descriptions of Vision ideas often go Downtown Hilo's boundaries. From the beginning it was decided to keep beyond geographic this plan to a manageable scope by defining the project area within boundaries; when visioning, however, iY is I~ downtown's offidal boundaries. This area is zoned and designated as the important to define Downtown Hilo Commercial District (CDH). The CDH District is a small project boundaries_ area of the Clty of Hllo which covers a vast area of the South Hllo District Exploring the boundaries of the County of Hawaii. The plan area is hound by Hilo Bayfronl, can be an action the community decides to Ponahawai Street, Kapiolani Street and the Wailuku River. There are two take on, and not the sub-areas adjacent to the CDH District called the Pu'ueo sub-area and the vision steering committee. Kukuau subarea. These neighborhoods are considered transitional areas into Downtown Hilo, and each area diredfy Impacts the other. There is no question that the effects of the plan will Influence surrounding areas and vice versa. The organic nature of Envision Downtown Hilo 2025 began with this fact and becomes more evident as implementation nears. Organizers recognized that a holistic approach to planning was necessary for consensus. Visioning adds a new dimension to a planning project-connectivity. For example, the community may want bicycle paths in its neighborhood. The bicycle paths will necessarily lead beyond the boundaries of that neighborhood- Since the process of visioning also includes action planning and implementation, issues outside the community's boundaries must be considered. Not thinking or caring about stakeholders outside a project area is counterproductive; lack of foresight will inevitably Stoll implementation. This critical factor is what makes visioning both very difficult and very exciting, This link to areas outside one's boundaries is what turns a simple map into a lovely tapestry. One thread runs through the entire piece; if the thread frays in an area, the rest of the tapestry suffers. The people of Hawdi i are peculiarly suited to visioning. A population that Is s surrounded by the natural world at its most immense and at the mercy Special Management Area: of the fiercest forces of nature cannot help but think about its history The enCire State of Hawal'i is In and remain constantly aware of the bigger picture. A population with i i i the Coastal Zone Managemenl a history a °e~F r2;an~e nas ~earnFd io thinK about consequences and ~CZM) area. The SMP, is idenfr innately knows the importance of iespectrrq the earth and one's iced as an am_a from the shore- neighbors. Lucky we I~ve Hawai';-we are in the best possible I~~ne to a specific Lne lnHiard position fo shape our future together- where any development in thy, area is reviewed for rfs impact Downtovm Hilo is a preaous place. Its history, its mix o{ cultures, and its physical beauty make it like no other place on earth- on coastal resources- This project area also brings some unique obstacles to the planning table. Downtown Hilo is located in a Special Management Area which includes a flood zone and a tsunami inundation area. Hilo Bay is a wide, beautiful picture postcard body of water, it has also been identified as one of the impaired waters in the Hilo Bay Watershed area. As a coastal town with these and other growth-related challenges, there is a critical need to develop a workable plan that balances the needs of our growing population with the needs of our physical environment- The community remains respectful to its historical land division tradition, or ahupuo'a, and acknowledges that what makes Downtown Hilo so special and unique is its inseparable relationship with Hflo Bay, Mauna Kea and Mauna Loa. - ~ - 6 ~ o i A~ 5 v :l' ~ @ a ~ ~ ~ - ~ 'I a ~ '~v `v i e~ ~i vaw ° v O ~ I ~ p ~ ~ a v 0 L r - ~ J « e o & Q ~ a ~ r a, a W i ~ x ~ a F, ~ ~ ~ xai~ ~ Z O~ ~ Z J V ~ Sr rl` ~ ti ~u~xuexu[nve~ v * Q i €t, V e Z ~ {1f y u ~ ~ l O `x 1. ~ B ...rte.. , {aqv~ l~ ~ _ ~ ~ , i _ ~;r - ~ ~ ~ Z _ ; ~ r;, ~ W - m a a ~ Y ~ v `fi"' oo . ~ ~ ~ ~ k t ~ O ~O - 'a ~ ~ -'r'~-~ ° mAfimoo s' s ~ 1 i i~ \ ~ ~ n o ~ a 2 N ~w~~ i< ~ r i rf -__.:`u 4 ~ ~w ~ .,alb Vision for Downtown Hilo is achieved! January 2006 1 Celebration J December 2005 ~ lvek off Lnplemenretion Print final Repott - t December 2005 _ County Couvcil endorses Vision Plan October/November 2005 Submit Plan to Mayor Harq~ Kim and _ Cnunty Council for Endorsement August/September/October 2005 Subnut Visiov Plan to Chris Yuen, Plan- ning Department Director and [he July 2005 Planning Conunissinn Compeehensive Action Plan Review Team Meetings ~ Document is camplr~ed June 2005 Action Plan Re~dew'Team Meetings May 21, 2005 Writer begins document Action Planning Workshop#2 Steven Amts April 22, 2005-Action Platuaing Workshop#1 Steven Ames February, March, Apri12005 Road Shows January 2005 Compile Vision December 4, 2004-Workshop#4 Drnvntown Hilo Visioning and Planning Workshop-Steven Ames October 2, 2004-Workshop#3 Downtown Hilo Community Visioning Workshop -5[eren t\mes May 24, 2004-Workshop#2 Building A Community Vision: A Ltving & Dyunmic Plan Eer Downtown Hilo GaJ Clark & Diane Grnnv March 22, 2004-Workshop#1 Downtown Flilo: Our Past, Present & Future Cherie C. Enns _1-----! Visioning for Downtown Hilo Begins! a `r-"~ [~~~wnt"vvtt Nilo`~ Visit~ning Process Becla;~ Envision Downto~nm Hilo 2025 is the name of a grassroots community visioning project that began on March 22, ?004, with the first in what was to be a series of community workshops. On thOt day In MafCh, haweVer, WarkShOp OraanlZP.rS and Da rti r'1 manta warp unrnnm rP Ihnf fhPV ~niPrco }H,n seed of an organic process that would eventually grow into acommunity-wide, even island-wide, effort. this modest, hastily arranged one-day workshop was the catalyst that pulled the public "into action. <1 y L >n .t C>r 'h A,n = ~ my qq~~~~ - HOW (fA~~ Jla~leC~: WOf~C5110~'J ~i ~ ~_~as ~b,ufho•wt I>P~rPi rnp~aq~ uban gi~miih and ' The first community workshop featured Cherie Enns, a . ,k prnord Smut ~yow~tl• Smart Growth lecturer and professor of geography at University ~ ~,plec include hou~ing and College of the Fraser Valley, British Columbia, Canada. Chene t ispoda~„~ _ ~ _ F ~ com>>t felt O natural af{Inlty far Dawntown H110 and made annual tops ,.~cy,i ,ahz rammunihc-s, slror~c{ sEnse with her students- Prior to her visit in the spring of 2004, Cherie ~ of place and pre>e-vine opFa~ ' contacted both the Hilo Downtown Improvement Assodation ' spaces (DIA) and the County of Hawaii Planning Department (Planning ' Department) and generously offered to conduct a workshop on Smart Growth. Coincidentally, the DIA had recently enlisted Susan Gagorik as a Planning Department liaison to its Board of Directors. Susan and DIA"s Executive Director Mary Ann Wanush brainstormed and then sold their idea of a town half style of meeting, which would be co-sponsored by the DIA and Planning Department. Two sessions were scheduled for Monday, Mardi 'l_2, 2004, at historic Central Christian Church on Haiti Street in Downtown Hilo. Cherie began each session with a Smart Growth presentation. The second part of each session was devoted to small group mapping exercises using postersized maps of the Downtown Hllo CDH- Each group placed stickers on the map which indicated the places and features they thought were "great," "not so great," and then they added their "dreams" for Downtown. Both audiences that day participated enthusiastically and the organizers found that people were reluctant to leave at the close of each workshop. A l ~ e simple mapping exercise had opened up discussion about Y r possibilities and sparked an interest that was impossible to ignore. On that rainy Monday sixty people took time from their busy schedules to share their thoughts and dreams for Downtown Hilo, and they wanted to know what was next t and what they could do to help. Workshop organizers were i - energized by this positive response and decided that the time was right for someone to lake responsibility for keeping the momentum going. Something should be done with those Workshop #1-March 22, 2004 poster-sized maps that were now riddled with colored dots 9 and covered with whiten comments. No one was sure what to do and hov~i. This begins Downtown Halo's visioning story. It is a story about everyday people who came together to shape the6 community's future. They ~~rere called upon to suspend their 21st Century cyniasm and to keep personal agendas in check. Ir, return, They were guaranteed a safe place ~rheie every voice Wr7s heard and ovary opinion yeas respected In the spirit of consensus and cornpromise, this Community-Based Vlson and living Action P{an for Downtown Hilo grew. This particular story begins on March 22, 2004; it is but the latest chapter in Downtown Hilo's long history of citizen leaders taking responsibility for Iheir children's future. The Living Plan Emerges Susan Gagonk invited workshop participants to join in a debriefing session at the Planning Department. Those who attended the April 14 meeting: Mary James, Will Schaefer, Susan O'Neill, Jeffrey Mermal, Beth Dykstra, Scott Ragers, Michelle Sheehan, Alice Maon, and Susan Gagorik. This debriefing meeting was the genesis of the steering committee later known os the Friends of Downtown Hilo. True to the organic evolution of Envision Downtown Hilo 2025, no one involved knew yet what was before them. Members of the fledgling steering cornmifitee brainstormed in hopes of answering some very basic questions: What should be done with the community input they gathered, aad what would the next steps be? Community members made 'rf known at the workshop that they wanted to see the not-so-great features fixed and they wanted 'o see their dreams for downtown realized. Some of the group were familiar with the Hilo Redevelopment Plan approved by County Council Resolution No 59$5 in 1985. This plan Included Ideas that were suggested at the workshop. Some felt that it would be a shame to waste an excellent existing resource and the energy, time, and money that had been put into that plan. Why reinvent the wheel? Other members however felt that a new, up-to-date plan should be developed. The one opinion on which everyone agreed was that no one wanted to waste time and energy on another plan that would sit on a shelf forgotten and collecting dust Members of the group were involved in local organ¢ations that were already developing plans in a variety of mission-specific areas, including the DIA, Hawoi'i Island Chamber of Commerce, Hllo Bay Watershed Advisory Group, Rural South Hilo Community Association, and Destination Hilo. Were the goals of all these planning efforts compatible or were they at cross- purposes? Were they in synch with the community's wishes? It was obvious to all that there was duplication of efforts in the community and that the local knowledge and networking base could be more efficienth~ tapped. Everyone agreed chat there was a need to continue to meet to grapple with these issues before Downtown Hilo was overwhelmed by changing trends. The group wondered if it were possible to change the way community and government io interact and work together. The term "living plan" describes the group's idea of a planning process that adapts fn change and remains alive and relevant through continuing input from the community. Implementation, measuring progress, evaluation and revision are vital components of a living plan. Instead of a linear process that moves from idea to action to completion, the living plan would take On a more OrN r7raad OnaOlflQ proces$. The infPnt sninc fn make mrrrm~~nlh, pE; ~~,pll.y a, ~n,~~,Or~a i'i part of civic life. There is power in a collaborative communifyj government planning process- One of the common complaints heard at that Initial community workshop was That there was too much talk and noY enough action. The group knew that a follow up workshop must be organized quickly to capitalize on the momentum from the first workshop. No one felt up to the task of facilitating a community workshop, however, and the committee realized that they needed professional help. They called on the local, dynamic fadhtation team of Gail Clarke and Diane Gentry of Learning Unlimited for help. After their first strategy session with Diane, the group discovered that they could not precisely articulate what they were trying to accomplish. It had seemed clear to them that the goal was a canmunity-based plan for Downtown Hilo, yet they could not describe what the content of the next workshop should be. Both Gail and Diane made the group back up, slow down, and really consider their plan: What is the plan? What is the vision? Who are the stakeholders? What are the next steps? The group soldiered on in preparation for a second community workshop. They realized that they needed more community input before they could draft a vision. Keeping their living plan theory as a platform, they wanted to start the community thinking about actual implementation. To ensure buy-in, the community mus! be implementation partners with government and other agencies. Therefore, the second workshop was designed to accomplish both visioning and the beginning steps of adlon planning Open Space Technology is °n ~~µµrr~~ approach to conSerencas Workshop YlL developed In iha mid-1980s The second community visioning workshop was held on May Ke, ednc~p°Is: 24, ?004, in two 2 '/z hour sessions. This participatory workshop "Everyone v?no comes to an Open On COI71mUnlty VISIOnIng asked tfle C~UE'StlO n, "what d0 We Want Space conference must be Downtown Hilo to look like in one, five, or even fifteen years?" p°~~'°n°'a °b°nlrhe rope°nd wdliag to lake some iespons6dlly Diane Gentry and Gail Clarke led both sessions using open-space f°roe°rmgrhmgs°er°irh°. p°ss °n technology techniques. Participants brainstormed possible categories, or focus areas, for the hundreds of vision ideas generated at this and wh°~Vef `°m~'s the ngh' people, the previous workshop. They then divided themselves ieto small i° Whatever happens rs the only f°,. groups by these new categones. Some of the focus areas that were ~ rh~ng rh°r could h°~e identified included. i l: i W heneve~ d ,forts is the ngM time- t 4 • Beautl{ICatlOn-WIreS, Open walUkU RIVe; SIdeWaks ~ When it is overpis over" t't~` H11o as a cultural gem • Gmse ships -welcome, crafts, cafes, town squares • More public restrooms and parking • I ~ • River and bay health • Business support-- education about working in Do~nrn .km~ tov~n and assistance for staying in business ~f'^~~ana(M~~i ~ _ cocoa„ . _u _ I c- _ - y ~o~~~.o ui.u wn~ - pu~~ni. itGioNUll, ]UIIIpU115, _~`ifdi~f parks, lighting, pedesinan access ~~d~p~w~+nrsnMs • Recreation -students, town square, special community uein~~ activities (i e_ July 4'~) ~ b~m~C"""~'~°Y? Hilo as a theme ety-clock tower z~~. -praluuaagqe~~ Downtown housing and the homeless juY.t~tn pedb~ • Incentives for landowners, dilapidated buildings, code 1°!f^~ changes iwd • Sustainabiily ~{:.~M~n n~d~ Gfi 9~`anefut~' Pier/unlimited access to Downtown for pedestrians The goals for this workshop were to refine the community's vision, and to begin action planning. After the workshop the group realized that their goals were far too ambitious. The evaluations from the public and from the steering committee confirmed that while the facilitators were wonderful, the small groups needed trained facilitators. Once everyone broke into small groups, they lost focus because expectations were not clearly identified. Another top criticism was that there was too much to cover in too little time. At first the organizing group was deflated. This workshop did not meet their expectations. Everyone had volunteered long hours of hard work to prepare for this event. Gail and Diane had generously donated many pro bona hours to help them. In their excitement, the group had ~'a c IAMNt*~{ b.r.q•• sr. ~ er h•' [1 ,~1 N f n.l Y ~r v ea t. t 12 miscalculated by jumping prematurely into oction planning. The volunteers decided fo use this experience as a lesson and to tum disappointment into resolve. They realized in retrospect that despite their own disappo+ntment, the community was still excited. In addition, the ideas generated validated the results gleaned ai the first workshop. Approximately 71 members of the public made the. o(f,,.t ,.tt~..d th~~ ~.i; ~h~ ~ =4 - _ ~ , ~p u~~u ~ vy cn~~c~icu a ficni ~ici~ Between the May 24, 2604 workshop and the third workshop in October, the group took four months to take the steps necessary to ensure that this would riot be another exercise in futility- Forrning the Friends of Downtown Hilo Steering Committee Development of the steering committee is an important part of this story. Committee volunteers joinad in a revolutionary way-they decided fo operate in as grassroots a manner as possible, despite the organizational diffiaifYtes this caused. This seemed to be the only option if the committee wanted to remain a true voice of the community. After extensive discussions they agreed that their ideal committee structure would have a lateral structure instead of the familiar vertical hierarchy of officers. During its initial meetings the steering committee referred to their mission: "To Build a Vibrant, Safe, and Attractive Downtown Hilo Community." This mission statement begged the question of just who was building this community- The group realized that they needed a more concrete identity and purpose. How could they communicate their purpose to the public if the committee members could not articulate that to themselves? Finally, after stumbling in their attempts to define what they were trying to accomplish, the committee received the Mini lesson Learned: invaluable help of Jane Testa, Director of the Department of Research and Development for the County of Hawaii. Jane led the canmitiee In the early formorive through an eye opening strategic planning session on dune 14, 200<l, stages, an enormous that eventually led to a committee name-Friends of Downtown Hilo time commitment well be Steering Committee, a mission statement, and values and philosophy. required from steering committee members. The lateral nature of the Friends of Downtown Hilo Steering r Committee (FDHSC) presented challenges; however the group decided to proceed through collaboration and consensus. At times deoslon-making became tlmeconsuming and confusing, and balancing discussion and action was challenging. Electronic communications came fast and furious. Discussions that took place at two- to fourhour committee meetings sometimes continued for days via e-mail Eventually FDHSC made some concessions to structure by defining some roles and setting meeting ground rules. Steering Committee meetings were becoming too long and complicated. Subcommittees were needed to handle dozens of details outside of meetings. Beth Dykstra accepted the Community Liaison position, and after she left the committee, Alice Moon agreed to 13 - - ~ r _,v ~ ~ _i. _ ~ ~ Mission °u.. - The masion of the Friends of Downtown Hilo Steering Committee is to facilitate i the process of building a Community-Based Vision and Living Action Plan for llowntovin Hilo. i Values The Friends of Downtown Hilo Steering Committee is a grassroots community-based group of volunteers who value and believe that collaboration, building leadership capacity, and creative opportunities for community participation and stakeholder involvement are at the heart of building a vision and living plan for Downtown Hilo. Philosophy Each member of the Friends of Downtown Hilo Steering Committee loves Downtown Hilo, is connected in some way with the community, and has credibility in the community. Committee members understand that it may be impossible for the committee to completely mirror the community it serves and are dedicated to their roles as connectors to oil stakeholders. Each member is willing to (cave his or her personal agenda "at the door," agrees to attend meetings, and agrees to follow meeting ground rules. Steering Committee members must be able to multi-task, and must be both process- and task-oriented. Steering Committee members must be visionaries with the desire to be involved in a creative and organic community-based vision process. accept the mantle of Community Lialson_ Susan Gagonk was given the title County Planning Department Liaison. Alyce and Susan worked closely to guide this growing process together. During the time that the FDHSC was processing the reams of community comments they gathered at the fast two workshops and organizing their own roles, these volunteers found that they had to teach themselves new skills and tackle jobs normally left to processionals. Long meetings were held to discuss such issues as committee purpose and structure, project boundaries, identifying stakeholders, stakeholder outreach, data tabulation methods, measuring and synthesizing input and results, steering committee membership selection process, project name, tag fine, and logo design selection process. Through those meetings the FDHSC , ~ _ _ Aso.. members had to develop skills or else find community ~Copacity Buiiding.~ A process that em- members with skills in public relations, grant writing, powers people to plan for the future, facilitation, Web site development, graph[c design, address issues, and monage and solve problems. database deve~opment and management, project management, and public speaking. is The hard work proved to be an essential part of this process_ This is how capacity is built from within during community visioning. By taking on more difficult and daunting tasks, each committee member learned more about themselves and each other, and grew in the process. This is a parallel to the community's development and subsequent ,empowerment in the visioning process_ FDHSC Key Leadership Roles: Commundy liaison. • Ensures that the project is in keeping with Mo' Betfah Together grant requirements- . Serves as point person with Planning DeparYmeni Liaison. • Assists in moving FDHSC toward achieving its Mission. Presents Community-Based Vision and living Action Plan to Planning Deportment Director, Planning Commission, and County Council • Develops relationships with Key Stakeholders. County Planning Department liaison: • Ensures that project is in keeping with Coastal Zone Management fund~mg requirements. • Sevres as key Faison with guest facilitators, trainers, and speakers. Works closely with the FDHSC Community Liaison fo ensure that community involvement is an integral part of the vision process. FDHSC Meeting Faalitator • Ensures that FDHSC meetings run smoothly and agenda items are addressed. Practices and receives training for developing leadership skills. FDHSC Subcommittees and their responsibilities: Hospifaliiy: Coordinate donations for refreshments at all community meetings; schedule meeting venues Promotions: media relations; press releases; public and make appropriate audio-visual equipment service announcements; Road Show schedule; Web arrangements, facilitation accessories; oversee site development; management of stakeholder and public welcome and workshop registra8on; secure media database, proofing all FDHCS public entertainment. material prior to dissemination Event/Content Planning: Determine content of Finance: apply for an manage grants; manage workshops, events, and Web site; process accounts- workshop results and prepare handout content for the next workshop; organize orientation and training Doable Projects (Easy Wins): Research current For visioning facilitators and recorders; develop projects within the community and report on pro'jects' criteria for ccmmunliy involvement; conduct post- progress- workshop data assessments; review all evauafions and lessons learned to Improve successive Roadmap: Maintain timeline of all meetngs, workshops. workshops, deadlines, task lists and itineraries. Ad Hoc SubcommiRees: Name, Tag Cne, logo IS the Friends of Downtown Hilo Steering Committee decided to stay as close to the ideal of a grassroots organization as possible, and one'hing that everyone agreed upon was to avoid becoming an entity That concentrated more on grant searching and reporting than on fulfillira its mission. it became clear fairly early on, however, that fulfilling its mission would require funding. The steering committee organized in April 2004, and conducted hNO community workshops and dozens of sleenng committee meetings with no money. Working with the Big Island Resource Conservation and Development Council as a 501(c) 3 fiscal sponsar, FDHSC was awarded a $1 6,000 Mo' Bettah Together Grant from the Hawal' i Community Foundation on October 1 3, 2004. On October 21, 2004, I DHSC was awarded $24,19b.73 In Coastal Zone Management (CZM) Funds from the County of Hawaii Planning Deportment. And then on February 10, 2005, $10,000 in Hawaii County Council Discretionary Funds was allocated to FDHSC. Visioning with Steven Ames The summer of 2004 was a period of reflection and self-assessment for the steering committee. Now that ii had a name and an identifiable mission for itself, the new Friends of Downtown Hilo Steering Committee knew that its community project also required focus. What was the downtown community's vision? More time was needed to ~!+'K'"_ develop that pich,rre befo!e any plan could be written- The community was waiting for a follow up meeting, and the steering - - cornmiltee felt the burden of responsibility. The process was taking m_ longer than planned, but something this important could not be rushed- While the FDHSC was rethinking its strategy and trying to - develop content for the next workshop, the scope of the yet - `~,;,~„u"`= unnamed process grew to overwhelming proportions. Through Internet searching and subsequent telephone calls, the FDHSC =t~==° connected with Steven Ames in Portland, Oregon. The committee knew that Steven's expertise was iusl wha' it needed. A grant appGcahon had been submitted, and the committee took a leap of faith and invited Steven to facilitate the process. After several conference calls and hours and hours of planning, Steven Ames was on his way to Hllo to glue the FDHSC some much needed expert help. Steven hit the ground running when he arrived in Hllo on September 29, 2004. Workshop 3 Steven advised the committee that it needed fo set a project timeframe and also that if needed a public marketing edge, something that the public could immediately identify. The committee needed to come up with a name and a Pogo for the visioning project as quickly as 16 possible. Hours of meetings were spent on those tasks alone. A subcommittee took the time necessary to consult Hawaiian teachers in an effort io create a tagline that was as close to a literal translation of the new slogan as possible. This subcommittee cdso discussed symbolism with these teachers to come up with o logo. No steering committee member had graphic art or fine art vp~.,en~~ y° N g g P th'~~ aw~a CC dCa '-d cvi;iG-illcni Vi a iu V Ulill Isle ass 6ianCe a! a ra hIC aRlst was enlisted. At least for the upcoming workshop, the commRtee had a slogan, Flawaiian tagline, and a timefrarne--Envision Downtown Hilo 2025 Yke id Hi/v. FDHSC reviewed the Oregon Model of Community Visioning with Steven and discussed ways to integrate the valuable information gathered at the first iwo workshops into this process. The previous workshops had failed to analyze trends and did not include opportunities to collect community input related to its shared core values. this next community workshop would address chose two missing pieces and would provide the community a third opporfuniiy to conhlbute thoughts io the driving questions asked at previous meetings: Where care we now and where would we like to be? In addition to preparing an agenda for the community workshop, Steven advised the commiHee that two ancillary activities were equally vital io successful visioning: (1) Local government must be formally consulted and invited into the process as a partner with the community; (2) community workshops must have facilitators and recorders specifically trained in community visioning for the breakout groups. The FDHSC was {ucky to have a treasure trove of trained facilitators willing to help. While they had training and experience In strategic planning and group dynamics, none had ever experienced an overwhelmingly hroad planning process such as this. Strategic planning with a board of directors or facilitation of a mission specific community meeting is just a taste of facilitating community visioning, which has a comprehensive scope and an almost unlimited list of stakeholders. Hiding in the looming cloud of unknowns in community visioning is an Infinite number of opportunities to stall, derail, or halt the process. It Behind-the-scenes bears repeating that visioning appears deceptively easy. it is in fact hard work: very di{{icut. All evenu required meeting rooms, invita- A seemingly straightforward plan to hold a third community lions, flyers, telephone v,~orkshop became three separate events. On September 30, 2004, calls, press releases, Steven addressed Hawaii County representatives and employees. He pules, refreshments, showed how this form of community-based planning worked in other easels and pads, pens, communities and how it could be implemented in Hawaii County. On leis, handouts designed, printed, collated; name- October I, 2004, Steven conducted community visioning facilitation tags, sign-in sheets; training for fadhtators who volunteered to assist the FDHC and also for evaluations; clean-up other facilitators interested in the process. On Saturday, October 2, crews; and facilitator & 2004, asix-hour communrty workshop was held ai a packed Aupuni steering committee de- Center Conference Room, and the community began to draw its vision briefing meetings. for Downtown Hilo. ~ _tiT-.~'r n ~ I - ~ - ~ Students from Hawa~'i Community College • ~ began the workshop with an opening pu/e, and Billy ~ Kenoi, of the Mayors Office presented an energetic, ~ ocaj-style welcome to the community and to Steven Ames_ Fred Kneh non nnri Rile Nl,nnre pmviderJ perspective in their "Voices of Hilo" presentations, with ~ kz~ t . Fred bringing tears to the eyes of many when he talked are 's3 about how important Dovv~ntown Nilo has been to him. ' Avery brave 9-year~fd Cameron McDaniel added ~ another perspective by reporting what his classmates at Connections Public Charter School liked and didn't like ya k ly t ;ty,~; about Downtown Hilo and what they would like to see Y~ in 2025. Steven explained his Oregon Model of `~s~ Community Visioning to the audience and asked them to write down what they valued most about Downtown Hilo. Then the breakout groups convened to start working. The groups were divided according to six identified focus areas. Creating Economic Vitality; Preserving the Environment; Strengthening and Sustaining our Community; Expanding Education, Culture, and the Arts; Promoting Health and Safety; and Managing Growth. Trained facilitators led their groups in profiling the community, analyzing trends, and in developing vision ideas. The groups brainstormed together and also quietly on forms that were provided for private comments. Finally the groups polled their ideas to come up with their fop three answers to each dnving question. Toward the end of the workshop each group facilitator presented their group 5 work to the entire audience. The audience quickly Mini-Lesson Learned: Not everyone feels picked up on an interesting trend with each report, The results comfortable speaking up in public. Give were astounding-it made for a true "Aha P' moment. workshop participants the opportunity to Somehow, each group, from focus areas as disparate as the express their thoughts privately economy, the arts, health and safety, community, and growth management, came up with startlingly similar results. It was important to all to preserve and respect the Hawaiian culture The bay was important to all groups, so ~Nere the historic buildings. Folks loved the Farmers Market and wanted to see it improved. The cosmopolitan nature of Hilo added to its charm and cultural wealth. Everyone loved the small-town friendliness found there. The stunning natural views were very important, and the different groups had different masons for listing that. Adequate parking, dilapidated buildings, and unkempt vacant lots were toward the top of evervone's Ilsts In an effort to have objective, agenda-free discussion groups and a balanced number of participants, the audience had been randomly assigned to specific focus areas- It could be IB reasoned that no matter where they ~Nere assigned, participants came with their own agendas and would make themselves heard. But the process was too carefully planned. The facilitators were professionals who had recently been trained to keep these small groups in focus and on task; and the polling of ideas provided even tighter focus. The "Aha!" moment was real. It was one of those mrP mnm en,t~ ~n~ho.. a,^1CJEt l rl(J fir- frvrPi ail diffoi cia ~'u liw coy Gya~~ eWilUnnl. UnU BU UC atlOnal . Cps.. backgrounds felt joined by their shared values and visions. This moment defined the organic growth of Envision Downtown Hilo 2025. Worfcshop After this successful workshop, the committee was eager to plan the next one. October and November were spent consolidating the mountain of data collected in the third workshop and integrating the data from the first two workshops. And, in the meantime, the logo was finalized with the pro bono assistance of a graphic designer and a Web site wy~ n,.hJo20T5.gic~ was developed by a volunteer. The Workshop Content subcommittee tallied all the comments and drafted mini vision statements for each focus area The Workshop Content subcommittee also reviewed and recorded the cards collected at Workshop #3 on which participants wrote the one thing they valued most about downtown Hilo. From this information and some applicable comments collected at the other workshops, a Values Statement emerged. these draft values and vision statements would be presented to the community at the next workshop for review, revision, and validation. Comrnuniiy Workshop #4 would produce the community's shared vision for Downtown Hilo 2025 and would become the basis of the Living Adlon Plan. The Workshop Content subcommittee drafted a vision idea matrix, which broke down the vision ideas for each Locus area. ~ ~ Facilitator Barbara Lively makes a The fourth community workshop took place report-Workshop #4 on December 4, 2004, at the University of ~J Hawaii at Hilo. It was a blustery Saturday and turnout was lighter than the steering committee would have liked, but it was not a surprise since there were several very popular competing events in the community that day. Despite the light attendance, workshop discussions were insightful and productive Once again, with Steven Ames' expert guidance, the community validated the vision ideas from prev[ous workshops by polling its top vision ideas and by adding new ideas to the matrices which had been reproduced on large e easel pads. As in plevlous workshops, public input 19 vvas recorded on these large easel pads and also on private eva{nation forms. Finaf{y the community had an opportunity to hear reports of "oast' wins," which are short-range doable actions already in process or completed- A team of writers composed the draft overarching vision and presented it that day to the community. n~icm6ers of the steering commrftee had an overwhelming amount of information to consolidate, classify, and interpret after the previous workshops, and aster this fourth workshop, they felt completely buried the camrnittee's lash was to finalize the values and vision statements, and immediately begin, planning two separate but back-io-back stages of the process, the Road Show and the Action Planning Workshops. The Road Show and Questionnaire The FDHSC recogn'¢ed that only a portion of the community could or wanted to attend the workshops themselves. A creative outreach plan was necessary to elicit authentic public input. A Road Show was planned to take the vision ideas that had emerged from the workshops out to the community. Presentations to community groups were scheduled, and over thirty Road Show events were presented. One of the highlights of the Road Show was the Downtown Dynamos led by local stage star and FDHSC memberJeri Gertz. Jeri and her young Dynamos took their songand-dance ad literally on the road. ~eri penned lyrics to a new version of the song "Downtown" and another Hilo star Cheryl "Quack" Moore recorded the accompaniment . f4 ®.i. f.. f: ~ tN n4'. f x 1= ,M ~a y) y 7 Y ry'lltiiyjt~ ~r _ 3 zj ~Ft ~ -r.. ""~'i~ a. 20 The Downtown Dynamos and the Road Show Theme Song Lyrics by Jeri Gertz Sung to the tune of "Downtown" Tape accompaniment Cheryl "Quack" Moore We live in Hiio and we love our fair city that's why we are here: Downtown! We've come to ask you for your brilliant ideas, let's make Hilo shine: Downtown! We know we can make dreams come true if we all work together Downtown is a great place and we want fo make it better How can we lose? The vision grows brighter when We know we're working together In any lone weather for Downtown! Think 7~25....Downtown! Hilo can really thrive._Downtown- Come on envision it now! The FDSC developed a questionnaire (see Appendix) that prompted each user to select his or her top five vision ideas in each of fhe six Vision Focus Areas. Time was allocated during each Road Show presentation for the completion of the questionnaire and the Hawaii Tribune-Hero/d inserted the questionnaire in one edition which reached over 1 0,000 local residents. The survey results were painstakingly tallied and compiled, and a clear vision of the wider community emerged. Road Show events created greater public awareness of the EDH 2025 project, validated the draft vision, helped identify potential action partrers, and publicized upcoming Action Planning Workshops. A tally of the results from the 725 questionnaires that were returned can be found on the next two pages. Refer to Appendix page 85 to see the complete Road Show schedule, and pages 86 and 87 to see the questionnaire ai Over 10,000 questro~naires were dlslrlbuled during Iha Road Show on which respondents were asked to poll their top v'~slon ideas for each locus area these are the results 1. CREATING ECONOMIC VITALITY Vanety [rdnSpOftatlOn .~QZ Walking accessbayfront 411 Commercial arriviriaa ~ J Vibrar~[ nightliFe 235 r' Larger geographic area 113 Criverse6usinesses 3 Q Farmers marke! 5(13 C° Permanent athaGtion Z~FI p1 Global recognition 2 0 100 200 300 400 500 2. PRESERVING THE ENVIRONMENT River park and [rail 31d - sampans, lights, lanes 328 'Jiews protected 311D Historic character 455 Altema[ive transit 235 Hau Bag clean 50 Aher-school ac!ivi[ies 146 m Bike racks on Buses Landscaping improvements 326 Downtown recycling 1138 Clrainage7Flood abatements 246 0 100 2U0 300 4UU 500 3. STRENGTIiENING AND SUSTAINING DUR COMMUNITY n V~lllrh-centered Tr:rIVItIPC $p Collaborativestakehaldar 758 M Clearinglmee[ingploce 1 His!orioal assets 395 Public square 343 Cultural heritage 3 5 r_ CNtwoloclcbrotiaro 455 M ~i 3appert lower incomefamilies 226 c, Cemmanityvolunteers 89 Frugcams educate people 25Q 0 1U0 200 300 400 50U 22 - - 4. E}tPANDING EDUCATION, CULTURE AND THE ARTS Educational activities 3A$ Signage with interpreta!ive Glan 2FJU _ ;p:.:rr~~r::~q,. 326 Special events center 2 5 Top notch library pgg ~ UI IllectivNyinvolvcd Q04 ,4mpithe ater z27 Neighbor hood cooperatives 2 wend!esnval 2 B o toe aoo aoe 1P0 600 5. PROMOTING HEALTH AND SAFETY oi~.,,,~ r~ t.na~ ~ - - 89 Glean, safe Wblic restroo-ms witle. ccveretl sidewalks 3~7 24-Hour polbe presence 3 8 I BiY.e lanes 255 { _ Tr ansitionalhousing options ?s Safe, well-lit and inviting Ss Regulatory standards 3 0 100 200 ]00 400 - 500 6. MANAGING GROWTH m Vehicle free core area 3~~ ~ Adequate parking 4Z3 Comrnlstakeholtlers eullabe!alicn ~d~ ,o "Srr~ar[ growth" principles gg Historic buildings renovated d75 ~ Community gardensl parks 3 5 Flistorlc praservanan plan 3$d l' Housing opportunities pd.g Energyetficiera comrrrercettransp. 3Q~ I 0 m0 200 900 400 500 - 23 '-:Cfr:~,fi ~ ell`s"i' _1 'r~Y C~1~1'31i.r ActionPan:How a community intends 10 r Prepanng for the Action Planning workshops required even mere ~ arrive at its vision hard work on the part of the FDHSC and the workshop participants sterrby-seep over time FDH~C'~ ~ni~r ~ „n r„ c„t,.-„mmi ion - - - --nt~nY- ~ r.,.i,tr~d all the _~u cisi~,n ideas that had come out of the previous workshops, Road Shows ,and the questionnaires. The subcommittee then reworded the vision ideas into strategies. f=or example, one of the community's top vision ideas for Focus Area I -Creating Economic Vitality, was that there would be a variety of transportation services banging consumers downtown. This vision idea was rephrased as a strategy, or a means to creating economic vitality: Strategy 7 .1-Increase access to Downtown Hilo through a variety of transportation services. At lease three strategies were drafted for each focus area and FDHSC created matrices for each strategy. At the Action Planning Workshops participants would be asked to think critically about the possible existing opportunities and potential constraints for each strategy and then think of several specific action ideas to make the slraNgy happen. As tune permitted during the small group discussions, participants would list the key partners and organizations that each action item would require for implementation- Two Action P{anning Workshops took place April 22, 2005 and May 21, 2005, again with the facilitation of Steven Ames Typically action planning occurs behind closed doors and is reserved for a select few, perhaps an Executive Committee or Board of Dlrerf_ ars. The Fiends of Downtown Hilo Steering Committee were determined to keep Envision Downtown Hilo 2025 a community-based effort. Action Planning Workshop attendees were selected based on their previous involvement and commitment to the visioning process. Intense work sessions led to the development of a detailed action plan in each Focus Area. The matrix used during these workshops was further refined by the Steering Committee and others during the next few weeks .What was unique about this step was that the community itself participated In creating the "T/ris is where e,~ervU,in~ hits Draft living Action Plan. The task was not reserved only for the the road...it challenges the Steenng Committee. conoruutiq~ to carne up with ideas, mke ownership ojthem' Finalizing the Draft Living Action Plan required two Action road in,ple»,ent Arena. Planning Workshops, six Focus Area Action Plan Review Team -Janes Leonnirl (APRTI meetings, and two Comprehensive Action Plan Review Team Fnci[iinior, Cnn,prelzensive ,lctimr Pln,,,eir,g Review Tears: gatherings over a three month period James Leonard and Jiro Sumach facilitated the final APRT meetings In an intensive review of every action included in the final plan. This was a complicated process that involved scrutinizing every strategy, every action idea, every suggested lead or supporfieg partner and every existing resource. The community members who participated in this stage of visioning commrtted an enormous amount of time and energy to finalize the action plan. FDHSC Recorder Marlene Murray is this story's unsung hero. Marlene compiled and transcribed all the data from every workshop and za meeting. Alone with James Leonard and Susan Gagorik, ~Aarlene translated the data into a usable matrix. As of August 2005 the Living Action Plan is still being worked on. Steering Committee members are in~ the process of contacting all fhe action partners to confirm their commitment. The action plan is not a prioritized action plan. The expectations of our lead solution partners are not ~,I h-n~~~, ~r~-.+~~~~~~ - ~~,;i~~ iii ~ iuio ii lrac u~IIVIIS InIU IflClf OWn Sil"aiB IC OC1; aS rBSOUfCeS g..._.. ; p~_,.,,,., r r g g 9 allow. 5 VISION FOCUS AREA: Promoting Health and Safety ~ Vision Focus Area STRATEGY 5.2 Establish a comprehensive plan to make downtovm safe and mviting. ~ One way to make Vision happen Opportunities: A well planned package to take care of public resuooms, wvered sidewalks and Irensifional housing, Plan will m easier for above to happen; Atldress air traffic pattern; Use pubGC broadcasting; signage to bathrooms; help homeless; brainstorming by encourage businesses ~ Action Plan Teams Constraints: Resources and fime~; No aloha when driving; Downtown compact- no room to do new things, Zoning (current) regulations; expensive Aorta-toilets; lack of police staffing; need f4 change status quo in Police Dept.; attracts illeg Lead Supporting Existing Costs 8 Project Duration Adios 5.21 Solution PaMers Pollens Resources Fulling (yrs) Sources t-2 35 fi+ Milestones Develop accessible, clean, County P 8 R, DIA, Farmers Market, and sa/e public resboome in DPW NCL Salvation Army, downtown Pd¢e Dept, Architects, HICC, DPW, DEM, DOH, Jim MtlCeague, , United Methodist Church, Waialwa Lions , o DIUb 0 Lead Solution Supppfng Existing 11 ~ Project Dure n Action 5.22 PaMers PaMers Re>murces Sconces 0 ~ ar Milestones Promote a more visible DIA Public Safety Pdice Commission, DIA neighbor- ° police presence in down- Committee, Police DIA, RSVP, civic groups hood watch town. Dept. (Lions, Rotary,) HawCC-Adminstrative a Justice Program • Lead Solutlon Supporting Exisgog Costs 8 Pro)eU Duration 5'23 Partners Partners Resources Rouroes 1.2 (3-5) a+ Develop a comprehensive DIA, DPW Downtown Busi- Antique lights street lighting program nesses, Fire Dept, (sheet lights) including allernalive tech- HELCO (Guidance), nalogies for downtown. (e.g. InstlNte for photovoltaic) Ashonomy Lead Solution Support)ng Existing Costs6 Project Duration Adlon 5.24 Partners Partners Resources Sourot~ 1.2. y,5 ~ Mautones Investigate and establish DPW, DIA AIA, Landscape Downtown Hilo sidewalk standards that Architects, ADA Redevelop- promote safety and ment Plan comfort. Has (his been The steps The people or Other people planned Implementation Team will complete this needed to make agencies that can and groups before, or potion of Action Plan the implement the with expertise strategy happen action (do the in this specific where else work) action 25 ;>+C11<E~IOI~jcf G'%ltl;;lcfficfl± Since day one of this process, the goal has been to make a connection with the community through continuous participation that would lead the community to trust the process anal feel empo~reered enough to own 'd. The issue of defining stakeholders, finding stakeholders and reaching aii srai<ehoIders was one. of the hlggesY challenges and the biggest priority the Friends of Downtown Hilo steering Committee had to face. Downtown Hdo is a mixed-use community- Many stakeholders, if riot most stakeholders, actually Ilve in outlying areas. FDHSC found that the list of primary stakeholders for this project is larger than the stakeholder list for many much-larger communities- This all-inclusive list inducted eo le who ""orkshup and Nnmher or l'arciapants P ~ who signed in iVa, Work, and (flay Downtown. SGCOrldary stakeholders Workshop#1 (both sessions) 54 included transient residents, tourists and neighboring wo~~tnnp #z (both sessions) n COm mUnltl25 that Wl 62 ?ffected by thB action (flan. Government Workshop 33 Facilitators' Training 69 TO reach SUCK an extensive iSt Of Stakeholders is a Workshop #3 80 huge task and one that the Steering Committee did riot Worksnop#4 ss fake lightly. They were well aware that the competition Road Show Questionnaires returned ouc of 725 for the community's time and interest was stiff. This family approximately 9,000 distributed town iUggBS Work, SChOO, Ch UrCh, CIViC dUbS, Soccer Action Plan Workshop#1 54 games, holiday Craft fairs, Chanty walks, SChOO fund- Action Plan Workshop #2 bl Focus Area Action Plan Review Team Meetings 48 raisers, and a myriad other activities; as if the lure of the Comprehensive Action Plan Review Team 28 beckoning beach on a sunny day was not competition Meeting#I Bn OUgh. COnSldering all this, the FDHSC dd a Comprehensive Action Plan Review Team 18 remarkable job of reaching the public Mee"rig#2 Total 1,296 FDHSC took great core io identify and reach out to all stakeholders. The list of stakeholders included people who owned land, owned a business, worked in Downtown Hilo, and anyone who was interested in Downtown Hifo. The stakeholder roster grew with each successive workshop because of the addition of previous workshop participants to the list. Two categories of primary stakeholders were identified for each workshap. There were the primary stakeholders who were the stakeholders most affected by the outcome of Envision Downtown Hilo, and there were the primary stakeholders for participation in workshops The first group of primary stakeholders remained the same throughout the process. But the nature of the second group of primary stakeholders changed most notably when visioning turned to action planning. Visioning was canducted in a broad community wide level, and the primary stakeholders included the entire community. When rt carne time for action planning however, potential lead and supporting partners becarna the primary stakeholders- Thcy were charged wish developing the action plan Thai would 26 carry out the community's vision. These lead and supporting partners would be the teams that would eventually be called upon to implement the Living Action Plan. With limited manpower, the FDHSC was able to reach stakeholders using a variety of methods including press releases to newspapers and radio stations, flyers and brochures mailed and posted and distributed by hand. infoirnation was disseminated through the DIA's monthly newsletter. Other nonprofit organizations, schools, churches, and government officials were contacted by mail and e- mail. The Promotions Subcommittee had an army of tireless volunteers who made countless telephone calls and talked about EDH 2025 at every opportunity. the Promotions Subcommittee also scheduled and confirmed all the Road Show Presentations and designed informational displays that were set up in a variety of public places. The questionnaire reached the widest audience with over 10,000 distributed at Road Show presentations and through the Hawaii Tribune Herald. _ ' arl ~~'t N;~ l~Yiflw~ ` i , Y;'>' lav w~. m ~orz' Ian Signing In-Workshop #3 ' - t: ,x#r~a~ll! ` z~ ho community's Easy Win reporting has been one of the causes for celebration during this arduous 15-month visioning pioc~~ss. Easy Wi~1s make visioning come wive and dispel the myth that visioning Is lust talk wi+h no action Indeed the rinnle affarf ~,f ~I~~ahle ~7.t~on ~ton~ ~ ..Iroo,J„ ~ noticeable. Some o{ the c_ommunity's vision ideas chat floated to the top and became Living Action Plan Strategies or action steps dwing the workshops included ideas such as more recycling options, cleaning up the Wailuku River, promohng a more visible police presence, and promoting Downtown Hilo more to the wider Hflo community to name just o f~~w. These initiatives are already underway Recycling: Keith De La Cruz of the Hilo Farmers Market has initiated a pilot project to encourage recycling Downtown- Three wire mash receptacles will be installed at the Hilo Farmers Market on Wednesdays and Saturdays when the market operates. The receptacles will keep plastic water bottles, aluminum cans, and glass bottles sorted. The bonus Easy Win is that Keith has pledged all proceeds to the EDH 2025 Project to support Lead Solution Partners in a particular action. Wailuku River Cleanup: The Wailuku River Walk Project was initiated in April, 2005 in collaboration with Downtown's close neighbor community of Pu'ueo. Jim Ednie and Steve Shropshire are leading the charge to create a park and walkway along the south side of the Wailuku River from the Singing Bridge to Reeds Island. This Easy Win is divided into three phases. The first phase will concentrate on the "Singing Bridge" to Keawe Street portion of the plan, the second phase covers Keawe Street to Wairaku Street, and the third phase finishes the protect from Wainaku Street to Reeds Island. Steve and Jim are developing a master plan with the assistance of landscape architects Leonard Blsel and Brad Kurokawa, and they are in the process of obtaining bids for the landscaping and tree removal work. the organizers of this project know that this idea has been in the works for a very long time; it is one that the Hilo Downtown Improvement Association has promoted for many years. What gave this project the push it needed was that the idea was supported by the community's shared vision that was framed during EDH 2025. And now this project has the support and strength of collaborative partnerships. Regular Newspaper Column featuring Downtown Hilo: "Around Downtown" is a monthly column started in November, 2004, in the Hawaii Tribune Herald newspaper. The column is printed every First Thursday of the month in the business section thanks to publisher Ted Dixor. The column came about as a direct result of the EDH 2025 process when it came up as an Idea to promote the visioning process and Downtown Hilo as a great place to live; work, and play. Alice 28 Moon writes the column with input from Mary Ann Wanush, Executive Director of the Hilo Downtown Improvement Assocation and many informants or "people on the street' reporting events, activities, and businesses coming and going. PO~IC2 f• f@S2f7C0' nftn~ nn~mtrnnin ~nmmunihi Paib nFf~~ ed f(C;~~~ ~.~C OF~C Bus Station, the entire downto~nir community noticed that their less orderly residents became emboldened. The community despaired that blight and increased crime would take over the quaint downtown streets. The DIA felt the absence most acutely and worked hard to get their good neighbors back downtown. Happily for Downtown Hilo, the DIA was able to bring their Community Police Officer back. This Easy Win illustrates one of the truths of visioning. A vital community will always have initiates and activities in the works whether driven by visioning or not. This adldity was certainly ane of the community's visions and no sooner than the community spoke and it was done. Pu'ueo Community Association: One of the FDHSCs hardest working members had been trying to organize an association for her own neighborhood for some time. In November, 2004 Anita Politano Steckel was able to help revitalize the Pu'ueo Community Association and attendance at rneetings has increased each month. The association has applied for 501(c) 3 nonprofit status and has started to apply for grants with the goal to revitalize the neighborhood and rid the community of drug activity. The association also provides activities for children and is planning a Halloween party for October, 2005. This Easy Win is outside the EDH 2025 project area, buf because what happens in Pu'ueo will affect Downtown Hilo, the project is linked to the shared comrnunliy-based vision foi Downtown Hilo. This Easy Win is an excellent example of the power of capacity-building. Using the knowledge and experience she obtained by ~A r,` ~ volunteering with the FDHSC, Anita has ~ become the catalyst for positive change in a neighboring community. And the ripple- Tr;~, effect will continue. 29 ~'~~"i -,~~i~=jJ3 (CJ( 1;il;~~iwtTtS'i,~i:.I~IOiI `~_i~° ~VI~-. U' .r-~,. a(?~~~?51C'i~ ~)r~tir.'('1COV'n t°il'G f~!~)~'7 ~...Uffl7rl~:i~tt;lil" Prior to the publication c,f this Community-Based Vision and Living Action Nfan, the FDHSC began paving the way for a new group of citizen leaders to take over the implementation phase of Envision Downtown Hi{o 2025. Anew vsion Implementation cornmlttee called the Envision Do~nmtown Hilo 2025 Commission will be established to provide oversight in the implementation of the slrategres and actions that were Identified in the visioning process. Members of the Commission will not personally implement the action plan. The voluntary members of the Commission will be made up of a wide range of stakeholders, including representatives of the Living Action Plan's Lead Solution Partners (six slots), members of government agencies (three slots), Downtown Hilo property owners (two slots), other community leaders (four slots), DfA representatives (two slots, and FDHSC representatives (two slots for aone-year transition only.) Commission members wilt be initially nominated by an interim implementation committee of FDHSC members. An executive committee will be created consisting of a Chair, Vice Chair and Secretary Treasurer Fach member may be appointed to a two year fired term, with the exception that seven of the fifteen members should be elected to a three year term in the initial year to ensure that there is overlap. This Commission will facilitate and track the implementation process with the EDH 2025 Lead Solution Partners. There should he an annual progress report to the community at a public meeting. This meeting would include progress reports and success stories from each of the action teams, and would encourage Feed back and buy in From the community. Once the commission convenes, several important decisions will naed to be made to guide the implementation process. Responsibilities of the Envision Downtown Hilo 2025 Commission may include: • Continue to secure commitment from lead solution partners. • Evaluate and recommend amendments to the plan on an ongoing basis • Promote the plan, and educate the community. • Obtain funding from a variety of sources including government grants, foundation grants, individual donors, and corporate sponsors. • Develop a database of implementation activities and accomplishments that would enable the Commission to track and monitor the vision progress, and provide valuable insight into how the living Action Plan needs to be modified, refined and updated. Focus on other ways to ensure that the plan remains a vital living document, and grows organically to adjust to trends as well as to the needs and dreams of tFe community. 30 les~~ns Le~~rrtecl Envision Downtown Hilo 2025 began before anyone irnolved hod a chance to methodically plan the prc,cess. The volunteers who facilitated this effort found themselves in a perpetual srare of catching up and catching their breath A grassroots, spontaneous visioning process is exciting; however, the learning curve is steep and learning necessarily means learning by mistake. This results in ar extended time frame and stresses a volunteer steering committee to its limits. An all volunteer group cannpt sustain an effort like dais for long. The FDHSC encourages any community group considering a similar program to plan and research before engaging the community. This will be one of the moss difficult yet one of the most enriching things you will do. The hard work and long hours in themselves are not what makes this process so challenging; rather, it is the role that steering committee members must take on as both subjective members of the community with personal opinions and as objective facilitators dedicated to the value of an authentic community-based vision. Individual FDHSC members contributed their own "lessons learned" from their experience with FDH 2O25~ Steering Committee Membership: • Network, network, network; look for an inclusive group of volunteers with a wide variety of interests and talents. Find out who wants to serve on the steering committee and who shou/o~ serve. Involve key stakeholders including government representatives in the process at the beginning • Make certain that all members understand what will be expected of them. Steering committee members must be willing to attend a daunting schedule of committee meetings, subcommittee meetings, public workshops, training sessions, and an enormous workload-all for the good of the community. Steering commiRee members will develop and agree to abide by meeting ground rules that are clearly posted at each meeting. • Deade how new members wi{I be recruited. Remember that when adding a new member midway into the process, that member will need orientation and enough education fo get up to speed. • The steering committee role is facilitative; the vision will be the c_ommunity's vision, not the steering committee's vision. Do not expect the steering committee to represent all stakeholders. The primary job is to identify all stakeholders and ensure that all stakeholders are involved in the process. • Select steering comrniitee members with realistic expectations. Working with volunteers requires keeping a delicate balance between making progress and recognizing limitations. Volunteer burnout is a real risk. Guard the health and well-being of the steering committee by celebrating successes along the way. • Recognize steering commttee members who resign with written letters or certificates of appreciation. 31 sates^ring ~ r:~^rrdtte~ ~fi~c~fure Determine committee structure (or lack thereofl, assign key leadership roles, and form subcommittees. Volunteers can be recruited on an as needed basis for specific subcommittee tasks. '~t-it`' Secure the services of a seasoned recorder right away. The recorder has perhaps the most important role in the enure process. Sleeting Cornmilt~e fv;e°tings: Square away your structure, meeting agenda format, meeting schedule, meeting ground rules, and decision making process right away. Always include a "lessons-learned" review on every agenda. Figure out how you will keep communication open and flowing among elf steering committee members. Plan regular training related to group process and leadership for steering committee members. Trained committee members will be able to mentor new steering committee members. Visioning Program Ueve~opment: Determine project area boundaries, next steps, and a realistic timeline. Provide adequate time to allow each stage of the visioning process to succeed. Visioning is not Implementation. There will be many action-oriented people who want/ to start doing things right away. Without careful planting, community dug in, and creation of a big picture with common goals, action simply become isolated wheels spinning around and around with no real positive effect other than burning up energy. Funning' Give your committee the room it needs to work creatively by developing a budget and finding funding as soon as possible- Apply for grants and solicit private donations and corporate support from as many dl$erent sources as possible to promote the collaborative natwe of the visioning process. Stnve for financial transparency. Identify a Finance Chair who will establish credible bookkeeping and cash handling procedures. Acknowledge donors and sponsors publicly and also with persona. notes of appreciation. Marketing: Try io gel your message out in a variety of ways to reach all stakeholders. Create a name, tag lire, and logo early on ~o brand the process for community identification. Create letterhead, business cards, t-shirts, and hats, if appropriate. Collaborate with local media outlets to share information with the community. Develop a Web site or other vehicle for ongoing public updates. Community Workshops: Keep everything simple. Use few words to make a point. Directions with examples must be clear. Recognize "Easy Wlns" and provide progress reports for the community. "Easy Wins" should not be imposed on a community by external forces. Letting them emerge naturally from the community adds another level of authentidty to the process. Select venues appropriate for accomplishing workshop outcomes. ~?lake accommodations for participants with speaal needs. Move to different venues to attraet new people. Atmosphere is 32 important; so is having adequate space and ensuring participants can see and hear the speakers. There should be some level of privacy for small group discussion. Don't forget to check that restrooms have adequate supplies. Celebrate milestones, acknowledge visible successes! Thu visioning may take one to two years. To keep the momentum going, have mini-celebrations along the way. Action planning must rnclude a mechanism for outreach to and input from the community. When ana{yzing data obtained at a community workshop or survey for inclusion or exclusion from the plan, remember that there is a greater community whose voice needs to be included in +he plan. Keeping track of information and being careful to include what the community articulated Into the plan Is not an easy task, but It is the most critically important part of the process. Consultants and Other Professionals: Work with a skilled community visioning consultant from the start; one who recoyniees that the visioning PROCESS is equally important as the outcome. A skilled visioning consultant understands that the process empowers the community and results in a higher level of community participation and ownership of the plan. Find other professional and technical support such as trainers for capacity-building skills and an advocate to observe, trouble- shoot, and advise. Survey development and the collection and analysis of community input are areas in which you may want to use specialists. This goes for graphic arts, Web site developmerit, writing, and publishing. If possible, bring a writer on board at the beginning if a final report is expected. It is important that the writer understand how everything cam together in order to tell the story. Bring acommunity-based consultant or planning consultant on board to help compile community input and create a format for tracking information. This huge task is too much to ask of volunteers. Above all, have FUN!! M { ~i 3~ytir s u's-$1'~°'° 4 # {5~q ~'fY' > 'g ~ y a ~~t Y Y s~Q y "'.~~f, i(. { vx 3 k'F k' I ~ 9~1 YP ~ ld~~c?.W i~'f E }sr Y 1*IX: ~ rlg+q y~ h 3 #r `i ra a a T +4 1 YY+M,r.:~~~ 'g Y,,}}~R p~M r' qr`? ~ S t ' ~ :4 k ~i..~~ ~ a ~ r t~mZ rY ~ v x i , ~Sµ fh Photograph courtesy of Barbara Blackshear Andersen 33 ~::..i.~_. - Some Final Words F.-. By Susan Gagorik and Alice Moon "~~F, Now that you've read our story, get ready for the results of thousands of hours offered up by hundreds of people. ?he community Vision and Living Action Plan. Just as the process wasn't perfect, this isn't a perfect plan. It is, however, a genuine and committed attempt to engage community throughout an entire planning process. As we write this, EnVlslon Downtown Hflo 2025 is still taking an Indescribable amount of energy and commitment from many dedicated people. It takes a tremendous amount of work to he community-based effort yet it Is work well worth the tremendous effort. This effort has helped us identify what is valued most m our hometown. our stunning vie~N plane> that extend from the ocean to the mountain, our diverse culture, art and history, and our small town atrnosphere. Steven Ames describes the "tsunamis of change" that Downtown Hilo has and is experiencing. And we, as part of the community facing these changes felt a kind of 'tsunami' effect throughout the community visioning process. The momentum of people getting involved built quickly and the energy flowed into the landscape of our hearts and rninds. We've seen old things revitalized with the reenergized, such as the Pu'ueo Community Association. We've seen the resurrection of the Downtown Hilo Redevelopment Plan, the Wailuku River Park Plan and the Hilo Beautlflcafion Development Study - plans that have been sitting on the shelf or in storage In some dark basement. We've seen the development of new projects and "Easy Wins" encouraging us on. All of this continues to sustain us in our efforts and gives us muoh hope for the future even though we probably won't see alt of the rippling effects from this process. Although we've shared our lessons learned with you, there are some important words of advice we'd like to emphasize and pass on should you desire to embark on a community visioning project 1 . If you trust in this process you will receive the encouragement that you need and make new discoveries including new bright 'shining stars.' You will feel revitalized and energ'¢ed when you are about to glue up. 2 Although our process was completed without a planning consultant, we recommend that you pay for someone who Is trained in and clearly believes in a community-based planning process. Bring In a paid consultant at the very beginning. We ended up collecting aad processing a phenomenal amount of community input without technical support and advice and produced a final report. This is not something we recommend you have a volunteer do 34 3- VVe did not impose Smart Grawth principles on this process. We were happy to discover that our community values and vision ideas happen to align with Smarf Growth principles. During the implementation phase, we hope to explore and utilize these principles more so that we can take steps to "grow smart" in Downtown Hilo. 4 The health and well being of thaw guiding the process (your steering committee) is cx7en~ciy iiiiNuiiunll Ai limes we found ourselves wiped out and near exhaustion. Mace yourselves and take time to rest, even if it means postponing a deadline. Community Visioning is one way for communities to begin planning for their fufure- It is not the only way nor is it a perfect way. However, what we gained from this process is that if communities want fo grow "smartly," we need to pay attention to the planning process, 8y process we mean how we actually go about planning, including, who we involve, how and when we involve them. The process ultimately determines the value of outcomes or results. We learned the value of asking questions every step of the way. Sometimes we asked the same questions over and over again and arrived at different answers. We accepted the fact that perhaps the old way may not always work and that we may not alwoys have all the answers In essence, we learned the importance of being creative and inquisitive, open to change, and letting go. This openness to other ways of thinking brought many "Aha!" moments to Envision Downtown Hilo 2025. As we said, community visioning is hard work. We could not have completed this process without all the countless volunteer hours of the steering committee and many others who were always willing to say, "Yes!" when asked to help. Because of all these things, we never wondered "Is this all worth it?" and words cannot express how grateful we are for all of you. We encourage you to be an explorer -there Is new territory ahead and community visioning is one way for a community io discover who they are and how they want to grow. Now on to our Community-Based Vision and Living Action Plan for Downtown Hilo 2025... .r, 35 i i i VVC~.~ ' Envision Downtown Milo 2025 'Ike id f~ilo A Community-Based Vision and Living Action Plan for Downtown Hilo i t rx x n i 9 ! d~ n ~ r ~ t~'~°A r 0. ~ ~ sH1 ~ x~Y% Downtown Hilo from the Wailoa River Photograph courtesy of Barbara Blackshear Andersen I 37 ~ i i ~ x In the year 2025, Downtown Hilo... Has a vibrant, thriving, and diversified economy that supports its residents, visitors, and local businesses with a gathering place that builds on the community's unique scientific, educational, historical, spiritual, cultural, and artistic assets. Is a green, sustainable environment with protected natural resources-magnificent vistas, pristine waters, pure sweet air, and historic charm. ...Carefully manages its growth and development through sound planning and policies, accommodating change while preserving its unique historical character, natural features, and quality of life. Js a friendly, safe, and healthy community with affordable housing, accessible health care, low levels of crime, well-maintained streets, pedestrian pathways, public places, and a wealth of recreational activities for families and youth. Is a global magnet for education, culture, and the arts, building on its rich Hawaiian, ethnic, and cultural diversity and shares these resources with the community and the rest of the world. Js synonymous with the spirit of Aloha, a community that celebrates its unique character, rich heritage, generational values, and vision fix the future. Our hometown, Downtown Hilo, is a welcoming neighborhood like no other-a wonderful place to live, work, and play. • ~ • 39 We believe that the fOOWinO Val lf'S reflerf fhP unlilllP r~nrryr+er of ^L'r community and the qualities we seek to sustain and enhance as we move mto the future. Natural Environment We value the presence and preservation of our natural environment-the ocean, open space, fresh water and clean air, green lushness produced by the rain-while sustaining the beauty and serenity of our surroundings. Small-Town Atmosphere: We value the small-town atmosphere of our community-ifs rural and historic underpinnings, pedestrian-friendly downtown area, and the sense of community with its focus on families and children. We value preservation of the roots of our community's history and wish to sustain ifs physical environment, sense of community, friendliness, and spirt of aloha. We believe in paying homage to our past by keeping it alive and honoring those who have contributed so much. Human and Economic Diversify: ~,;r We value the muhi-cultural heritage and human diversity of our community, which contributes to the uniqueness of our social environment and extends to businesses and community activities We strive to sustain ow diverse, locally-based economy to provide opportunities for employment to all our community. f~ Personal Safely and Security: We value the sense of safety and security that exists in our rural atmosphere and strive to ensure the personal safety and security of every community member and visitor. We strive to protect individuals from harm while administering to the weakened economic and emotional plight of the less fortunate. Influence of Higher Education: We value the close, mutually benefidal ties between our community and our universrfy and communrty tollege. We stave to maximize our cannection with international diversity. 40 yea Vision Sta to oc~~ met s Creating Economic Vitality In the year 2025, Downtown Hilo is a vibrant, thriving community sustained by its diversified economy. Economic energy is maintained in part by the larger regional industries such as agriculture, transportation, government, and the high-tech research community. Downtown Hilo's primary economic powerhouse, however, is its community of entrepreneurs and small businesses. Business owners recognize the earnings potential of a downtown location and tax incentives encourage prospective businesses to move downtown. Residents, students, and visitors all contribute to downtown's economic vitality by frequenting the many shops, restaurants, sidewalk cafes, world-famous farmers market, and all the other specialized businesses and services that are tucked among artfully restored historic buildings." Hilo's First Friday tradition has become a nightly celebration all week long. The commercial variety offered downtown is not its only lure; Downtown Hilo is an easy place to visit too. Its mass transit options, ample public parking, pedestrian malls with covered sidewalks-all within easy walking distance to the wide bayfront boardwalk, make Downtown Hifo a destination of choice. A unique mix of industries and interests, of cultures and environment, combined with the community's adaptability when challenged by economic and natural adversity sustains Downtown Hilo's robust economy. Through this sustained economic vitality, Downtown Hilo rf:mains the beautiful, friendly and lively town it is todayunlike any other in Hawaii. 2 Preserving Our Environment In the year 2025, Downtown Hilo is a breathtaking sight. Its gently sloping townscape overlooks pristine Hilo Bay and the lush Hamakua coastline and is framed by the majestic peaks of Mauna loa and Mauna Kea. These magnificent vistas have been carefully protected, thereby ensuring the town's open, spacious atmosphere. As a designated Heritage Town with beautifully restored late 19th and early 20th century architecture, Downtown Hilo a a picturesque village with its own distinct historic style. Hilo Town's streets are cleansed by the frequent rains and maintained by civic pride. A convenient recycfing program keeps the streets ~dter--free. Planters spilling over with lush foliage and tropical blossoms adorn sidewalks and public spaces. Multi-modal forms of transportation including sampans, Hele-On shuttles and bicycles provide environmentally friendly choices. Hilo Bay glistens ai in the sun inviting paddlers, surfers, and fishermen to enjoy Hawai'i's clean, protected wafers. The Hilo Bay Wailuku River Shore{ine Park & Trail provides a scenic expanse for walking, biking, jogging, piaiicking, and other activities. the views from downtown persuade people to slow do~Nn, relax, and enjoy the natural beauty around them. Residents and visitors glee this fragile environment a profound respect Preservation of its natural and historic resources is a nr~nrit~~ thr7t mnkP~ Downtown Hilo a special place like no other. >e ~tl'f; rlC~thCRl=1t~ Cl r~~t iij;'_I~rill iCi 1.%U~ x._s.;fili fltil~lt~` In the year 2025, Dovanfown Hilo is synonymous with A/a(~a. The community treasures its rich history, traditions, cultural diversity, generational community-based values, and unique character. Public and private institutions reflect the same values and collaborate to enhance this famify~friendly community with a variety of yauth- centered activities and ongoing programs that support lower-income households. A popular public square serves as the gathering place for residents and visitors of oil ages who come to enjoy downtown's beautiful parks, theaters, museums, gallenes, churches, and cultural events. There they can talk story, catch up with friends and make new ones. Volunteerism is alive and well, and the community is known throughout Hawaii for its history of avic participation and personal responsibility Downtown Hilo reflects the beauty, history, and spirit of Aloha of Its people and Is a model for other communities that want to preserve that small-town feeling of old- In 2025, our hometown-Downtown Hilo- is as it always has been: a wonderful place to call home. 4 Enhancing Education, Culture and the Arts In the year 2025, Downtown Hilo is a global magnet for education culture and the arts. It is known as Hawai'i's College Town, with the nearby University of Hawaii at Hilo, the University's research facilities, and Hawaii Community College attracting the best minds from across the state and the rest of the world. The community's public library is a popular stop on the Hele-On shuttle route. In addition to its easy mass transit access, the library has the parking capacity to accommodate a1! its visitors. The community demonstrates its values through generous financial support of culture and the arts. Public funding through government programs assist where ~a prvate donations occasionally fall short and assure that downtown's artistic ` and cultural community remain active and relevant. Downtown's existing museums acct venues for fine and live arts have enhanced the community's reputation as a center of education and art by actively collaborating on a variety of quality programs- These entertaining learning opportunities appeal to participants of all ages and cultural backgrounds. Clear, consistent interpretive signage, part of a comprehensive interpretive plan for 42 downtown, ideniifles significant sites and leads even the most casual visitor Yo discover something new. With its rich culture and history, Downtown Hilo has created a culture of learning that bridges the most ethnically and artistically diverse area in the country, and, as a community, it is proud to share this wealth with the rest of the world. 5 Promoting Health and Safety In the year 2025, Downtown Hilo is an active, safe, and healthy community. Fresh, locally- grown produce is available seven days a week at the flagship farmers market, local groceries, and natural food markets. Hilo Bay's bounty provides local fishermen with healthy additions to their families' meals. Downtown Hilo is a place where children can play safely in public parks under the watchful eyes of parents and grandparents who visit together while sitting on comfortable, shaded benches nearby. This walkable community is designed with the convenience and safety of the public in mind. Wide sidewalks and pedestrian malls divert speeding traffic Cycling is a safe transportation option thanks to an extensive system of dedicated bicycle paths within downtown and leading info downtown. Everyone knows the names of the community police officers who have become part of the community they protect. At night the streets are safely illuminated by attractive period lighting, which makes downtown nearly as lively as it is during the day. With its low crime rate, clean environment, weaNh of recreational activities, and comfortable feeling of ohana, Downtown Hilo is the healthiest and safest place in Hawaii. 6 Managing Growth In the year 2025, Downtown Hilo has retained its small-town charm through careful planning and smart management. A tradition of collaborative partnerships between community, government, and private enterprise has ensured fair and sustainable development. At the heart of this town's smart growth success is its combination of commercial and residential use. Despite a growing population, automobile traffic downtown is light. Cyclists and quiet energy-efficient buses move easily through unhurried neighborhood streets. Residents can choose car-free lifestyles because almost everything they need is within easy wa{king distance. And for places beyond comfortable walking distances, a convenient mass transit system offers dependable, affordable travel. Historic preservation and well-designed new construction meld seamlessly, never detracting from the area's stunning natural views. New development is carefully planned fo avoid any negative impact on the environment and on the region's capacity. Downtown Hilo is an example of what smart growth can do-smart growth has kept Downtown Hilo's history alive and Its future bright. as Fourth-Graders' wishes for Downtown Hilo 2025 X J James Leonard leads an Action Plan Review Meeting ~y - ~~x..,. ` N I y, . < x as r ~ _ Y. x r ~ ' ~Ej. ~T"' ~A:: f iy $ .rM ~ 'A~" "J. SY ~ ~y r 1F'Y s © _b ti ~i~ ~"f ,~,~,ti ~ 'li IM~~~ r~, ~ ~ r y' i~,~ I~ ~ ~ u`~'.*,r~i A Gracious Welcome i 45 ~fh~ Living Acti~rt ~I~n I Strategy 1 .1 Increase access to Downtown Hilo through a variety of transporfation services. Action I . l 1 Expand Hele On routes and stops. Action 1.12 Expand tour bus loading, unloading, and parking areas. Action 1 .l 3 Launch a downtown circulating shuttle. Action 1 .14 Provide bicycle racks and related amenities on buses and in park- and-ride areas. Action 1 .15 Conduct a feasibility study for a new Hilo Bay downtown pier. Strategy 1 .2 Develop walking access from Downtown to Hilo Bayfront. Action 1.21 Study realignment of bayfront highway. Action 1 .22 Expand the Aloha Gateway Project front Wailuku River to Suisun Badge with projects such as a boardwalk. Strategy 1.3 Develop new diverse comrnercial activities, such as boutiques and sidewalk cafes, that would help create a vibrant night life in Downtown Hilo ` Action 1 .31 Support expansion of a "First Friday" for extended business hours. Action 1 .32 Conduct a feasibility study for allowing portable vendors and sidewalk cafes and review sidewalk vending and usage constraints. Action 1 .33 Promote existing and develop new tax incentives for downtown property owners and businesses. Action 1 .34 Explore the creation of a Business Improvement District (B.LD.) for Downtown. Strategy 1 .4 Promote mixed-use development in Downtown. Action 1 .41 Develop and promote new residential uses above existing ground- level businesses. Action 1 .42 Identify and work with landowners to help develop mixed use in empty, derelict buildings and vacant lots. Strategy 1 .5 Encourage diverse, local-style festivals, events, and celebrations that attract visitors and residents. Action 1 .51 Support and market existing events and festivals, such as Hawai'i's World Heritage Festival, Downtown Hoblaulea, and County Band Concerts. Action 1 .52 Coordinate study on economic impact of events and festivals. Action 1 .53 Coordinate and market to draw pre- and post-convention (and other large events) visitors to Downtown Hlo. Action 1 .54 Support the development of new festivals and events, such as the 46 Agricultural Festival and Expo in Downtown Hilo. Strategy 1 .6 Develop a permanent major attracfor in downtown to increase the number of visitors. Action 1 f,l Conduct a feasibility study on major attractor. ~ctic,,, 1, h2 no ~h H,~la P.n,,, ~.~~p„ Action 1 -63 Develop an amphitheater on the Elilo Bay Waterfront. Strategy 1.7 Promote Hilo as a globally recognized producer of unique foods, arts, crafts and other products. Action 171 Establish a permanent Farmers Market in Downtown. Action 1 J2 Develop partnerships to promote unique food, arts, crafts, and locally grown products in Downtown Hilo. (festivals; Ag Expo; PR) 'y Action 1 .73 Develop and promote marketing campaign for Downtown Hilo. Ir,. .rf :Ire: ~ ..,-,f J •n-':~~ Strategy 21 Develop a Wailuku River Park and Tract connecting to Downtown. Action 2.1 1 Develop a pilot clean up protect to increase visibility of the Wailuku River. Action 2 I ? Review existing landscape design plan and/or develop a new plan, to include consideration for connecting bikeways, paths, or lanes. Strategy 22 Protect significant view corridors, including views of Mauna Kea, Mauna Loa, the Hamakua Coast, and the ocean. Action 221 Establish a photo inventory of existing view planes and other relevant databases. Action 2.22 Establish a commiNee to review existing building heightlimitations in the Zoning Code and develop a plan to protect view corridors. Action 2.23 Reduce the visual impact of utility poles and wires. Strategy 2.3 Promote energy-efficient, non polluting alternative transit options for Downtown Hilo, such as bicycles, trolleys, shuttles, Sampan buses, water taxis, and a train. Action 2.31 Develop a plan to redevelop downtown streetscapes to accommodate pedestrians, calm traffic, and promote alternative forms of transportation. Action 2.32 Develop a system of bike lanes. Action 2.33 Investigate a loaner bike program for residents and visitors. Strategy 2.4 Restore Hilo Bay to a clean, healthy, and pollutian-bee slate. Action 24' Establish a testing program to determine water quality and explore alternative methods to clean the bay and improve water circulation, including options to alter the breakwater. Action 242 Develop a comprehensive drainage and flood abatement system for downtown. a~ Action 2.43 Initiate community and government cleanup efforts to make the beach more inviting. Action 2.44 Identify, map, and stencil storm drains to educate the public on the impacts of pollution on Hilo Bay. Strategy 25 Beautify Downtown Hilo through landscaping, plantings and related improvements. Action 251 Create a comprehensive landscaping plan for Downtown Hflo. Action 2.52 Adopt a block as a pilot landscaping project. Action 2.53 Develop community gardens and pocket parks. 3 Strengthening and Sustaining Our Community Strategy 3.1 Develop and promote ongoing, youth centered activities and programs. Action 3.1 1 Develop and conduct a survey to assess youth needs and activities. Action 3. 1 2 Develop programs as warranted based on survey. Strategy 3.2 Promote implementation of the Downtown Hilo Vision and Living Action Plan through _ collaborative stakeholder efforts. Action 3.21 Develop anon-profit commission to implement the Community-Based Vision and living Action Plan, with continuous community , involvement. Action 3.22 Establish a community volunteer program that is active and visible in downtown. Action 3.23 Develop an EDH2025 Community Resource Center. Strategy 3.3 Create a public square that serves as an actively used civic gathering place. Action 3.31 Identify a potential site and develop a public square. Strategy 3.4 Honor and support Downtown Hifo's historical, cultural, ethnic, and spiritual heritage. Action 3.41 Establish a community history project that includes an oral history. Action 3.42 Promote walking tours of downtown. Strategy 3.5 Support lower-income households through ongoing collaborative programs and activities. Action 3.51 Provide emergency shelter options for Downtown Hilo's homeless community. Action 3.52 Develop and promote internships and/or employment programs for low-income people. Action 3.53 Host events and/or activities to assist and support Downtown Hilo's homeless community. 48 Strategy 4.1 Support new and existing educational programs and activities focused on Downtown Hills unique cross cultural heritage, envlroninent, cultures arts, and institutions. Action 4 1 1 Develop a coordinated effort of camrnunity partnerships and cooperative efforts related to education culture and the arts. Action 4.12 Maintain and promote a master calendar of community events and Web sites, Strategy 4.2 Develop an interpretive plan and signage program that highlights Downtown Hilo's important cultural monuments and historic sites. Action 4.21 Revisit and update inventory to identify buildings, structures, and sites with hisforic preservation potential. Action 422 Conduct a comprehensive assessment of interpretive and other signage needs in Downtown Hilo. Action 4.23 Produce the interpretive plan including priorities for signage and interpretation. Strategy 4.3 Support out community{entered library in Downtown Hilo. Action 4.31 Conduct a feasibility study to enhance Downtown Hilo's library facilities. Action 4.32 Explore options to expand library parking and accessibility to public transportation. Action 4.33 Promote greater library partidpation in community events and activities. I'I(i(llv7fltlC~ ~{f.',J~f~i ;tt1C~ ~')U'~!".f}/ 4,„.. Strategy 5.1 Develop and put in place a comprehensive a11-hazards preparedness and prevention plan for Downtown. Action 5.1 1 Develop an evacuation plan for businesses and facilities in Downtown. Action 5 1 2 Develop and deliver an education program on all-hazards preparedness for Downtown. Action 5.13 Develop and implement plan to reduce the risk of a large-scale fire Downtown. Strategy 5.2 Establish a cornprehensivc plan to make Downtov~n safe and inviting. Action 5.21 Develop accessible, clean, and safe public restrooms in Downtown. Action 522 Promote o more visible pallce presence in Downtown. 49 Action 5.23 Develop a comprehensive street lighting program including alternative technologies for Downtown. (e.g. photovoltaic) Acticn 5.24 Investigate and establish sidewalk standards that promote satety and comfort. Strategy 5 3 Promote a polluton-free downtown (noise/air/water~iitfer pollution). Action 5.31 Improve trash pickup in Downtown. Action 5.32 Geate a Malama rka,4ina Program to promote and educate the need for increased recycling and foi discouraging trash. Action 5.33 Install trash receptacles that have an option to sort for recycling. Action 5.34 Develop incentives for businesses to recycle. Action 5.35 Create a drop9ff plan for developing mini-recycling centers in Downtown Hilo. Strategy 5.4 Make Downtown Hilo an accessible, barrier-free community, inviting to all persons with disabilities. Action 5.41 Expand progrom io instal{ curb cuts in Downtown sidewalks. Action 5.42 Investigate and communicate information regarding universal access. y, r , Strategy b l Establish avehicle-free, pedestrian zone in Downtown Hilo with free public transportation. (coordinate with action 2.31 ) Action 6.1 1 Develop a pilot project using an event such as "First Fridays" for a vehicle-free area. (coordinate with action 1.3) Action 6.12 Create and promote avehicle-free circulation plan for vehide free days. Strategy 6.2 Develop and implement a comprehensive plan to provide adequate parking in and near Downtown Hilo. (coordinate with action 231) Action b 21 Determine parking needs for employees, shoppers, and visitors. Action 6.22 Identify potential parking alternatives. Strategy 6.3 Develop a comprehensive growth management plan for Downtown Hilo through community and stakeholder collaboration. Action 6.31 Reevaluate Downtown Hilds existing geographic boundaries for possible revision. Action 6.32 Evaluate EDH 2025 Action Plan and its consistency with "smart growth" principles. so Strategy 6.4 Preserve Downtown Hflo's historic character and unique assets and promote renovation of its historic buildings. Action 6 41 Revisit and update inventory to identify buildings, structures, and sites with historic preservation potential. (coordinate with action 4.21) Arfinn, b_~7 rCh hl~ta rlC pri..,~,~.GtiG~ 3iu'iUo ai"iJ in~eiStivB~ Ian U dr~Sil~ilUilUll of historic district for Downtown Hilo. Action 6.43 Revisit and update design guidelines for building renovation and construction and consider compilation of model prototypes and case studies. Strategy 6.5 Develop a range of housing opportunities and chaises available to all income groups. Action 6.51 Research, develop and publicize incentives for developers to provide haU51nC~7 In DawntQN/n HIIO. a _ Marlene Murray i,,; ,.~pn~~a ~ ~~r-~h i x., V n" . I Ri K. xT~ { 51 Acronyms The complete Action Plan worksheets are included m HOfA: Hawai Organic Farmers Association the following pages- Abbreviations and acronyms are HSTA: Hawai'I State Teachers Association used in the workheets and a glossary of these HSTAR: Hawal'i Stote Retired Teachers F~ssodaf1on acronyms is prodided bPlo~re: i-iTA: Hawai i lours<m Huthority HVCB: Hawaii Visitors and Convention Bureau AAUW~ American Association of University Women JCS: Japanese Chamber of Commerce ADA: Americans with Dlsabilihes Act KIA: Kanoelehua Industrial Area Association AIA: American Institute of Architects KSBE: Kamehameha Sd~ools Bishop Estate AM&C: Alice Moon & Company (private business) NCL~. Norwegian Cruise Line BIRC&D: Big Island Resource Consecration and OHA: Office of Hawaiian Affairs Development Coundl OHCD Office of Housing and Community BIVB: Big Island Visitors Bureau Development CDH. Commeraal District P & R: Department of Parks & Recreation, County of COH: County of Hawai'I Hawaii CTAHR: College of Tropical Agriculture and Human PATH: People's Advocacy for Trails Hawai 1 Resources PD: Planning Department, County of Hawaii DBEDT State of Hawaii Department of Business, United Slates Post Office Economic Development and Tourism PTSA: Parent Teacher Student Association DCAB: Disabifdy and Comrnunication Access Board R&D: Department of f,esearch and Development, DCCA: Hawal'i State Department of Commerce and County of Hawaii Consumer Affairs RPTD: Real Property Tax Division; Hawai'I County DEM: Department of Fnvironmental Monagernent, RSVP: Refired Senior Volunteer Pragram County of flawai'~ SBA: Small Business Administration, federal Agency DIA. Hilo Downtown Improvement Association SBDC~. Small Busines_ Development Center DLNR: Hawai i State Department of land and SHPD: (Department of land and Natural Resources) Natural Pesources State Historic Preservation Division DMV: State of Hawdf l Department of Motor Vehicles UHH: University of Hawaii at Hilo DOE State of Hawaii Department o{ Education WAG: Hilo Bay Watershed Advisory Group DOH: Slate of Hawaii Department of Health YMCA: Young Men`s Christian Association DOT, State of Hawal'I Deportment or TransporYatSon YWCA: Young Women's Christian Association DPW: Department of Public Works, County of h lawn i' EDH 2025. Envision Dovvnfown Hilo 2025 EHC Council: East Hawdi~i Cultural Council FDHSC. Friends of Downtown Hllo Steering Committee FEMA: Federal Emergency Management Agency GIS-UHH: Geographical informafon System, University of Hawaii' at Hilo HAWCC: Hawai"~ Community College HCC Hawaii County Corrections HCEOC~ Hawal'i County Economic Opporhinihy Coundl HELCO Hawai i Electric tight Company HICC: Hawal'~ Island Chom6er of Commerce HIEDB: Hawaii Island Econormc Development Board s2 r a~ s, Original painting created for Envision Downtown Hilo 2025 byJenni4er Shurley August 2005 53 ~ v ® v `o `o ~ v m _ _ ~ ~ ~ ~ ~ C + + + + CO ~ CO CO O ~ ~ A ~ ~i -f~- O ~ H Q O O 's'-yam! ~ ~n p Y v~ p L^ v~ ~ L^ v> p C N ~O ~ ~ v (mil ~ tR ~ ~ ~ ~ ~ ~ t'l c ~ d (V d (V 1 N d N 2 (V C Y~ _yf 6~ Q1 Q1 O1 W m -o ~ h "D 'D -O -O ,Q ~ C~ G~ C~ C~ C g 2 LL ~ LL ~ LL ~ IJ'- l`1 lL u ~ ~ ~ ~ ~ Q ~ ~ ~ ~ =C ~ O N ~ (!1 ~ VI ~/1 N ~ N ~ v v v u u • ,b v .J U ~ ~ ~ ~ a 6 -O ~ K E i.~i O ~ ~ OG c p ~ G ~ U ~ d 01 O) 61 p m c° C1 ~ ~ N~ ~ i%%/1 N m E jpp C *Ij N V C u, c ~ U O O c ,n O D V m n C O W ~ @ N ~ N ~ O C C ~ O w © Q rn d c ° S d ° 30 0. d~ U 'y ~ o pl ~ ~ p p) p) p) Q ~ ~ U ° j n ~ f-- Z- m ~ a S~ w U c !t c ° „p e ~ c c c c c O O O O O W o ~ ~ N - N = N ~ N _ ' W ~ ~ O cc _ _ ~ 'o ar ~ t 6 h t N~ c N~ c N t Q LL ~ ~p@ ~ ~ Apo > -O~ N ~a ~a I^ C J O ~ > ~ b ~ p ~ Z c ~ U ° ~ a Y O 5 m ° ~ \ o ~ o a c N 6 _ ~ ~ Gl -d N L N C O LL ~ ~ ~ N N ~ Ci u ~ -O ~ ~ N o c M C' O c 0 ~ c Z r-- m ~ O ~ O~ ~ V ~ O W r- O X J ~ ~ W ~ -N c U c o c o 5 c ~ c 3 O O ~ O_ `c -i O m~ ~ O ~ ° F- ~ c ¢ S Q -o ~ -°o ~ Q u ° o ¢ v m° .p ~ c Q w ~ ~ ~ I O V u 54 N ~ ~ `a o N i}/1 N ccN G G + o ~ o < o c o ~r m v o o a _ .y. Z 6 C O' > O] 6~ C O C L' 3 ~ ~ o> j ~ ~ ~ o = ~ ~ ` m- ~ E O o ~ ~ ~ h ~ O~ o O O O Q~ ~ v o ~ ; ~ ~ ~ O ~ N N v'~ b o L O O E ~ V O Vi O c dO T L ~ 0 ~ U K a ~ s 2 I N O G c y.... = N T O ~ N TO p~ ~ p 3 T„ m ~ 4~ a o m o° oN E : O U_ p O Y 0~ U T~ ~ j v T p D ~ ~ ~ O v ~ y - C C V 4 ~ y N ` a ~ a ~ Q W'_-.~' O 7 cY ~ v C K C ~ t ~ 'C U J ~ ~ D > _Y V' ° a ~ a T~ E U a ~ a `o o `ai E o (3 " ~ ~ ~ 06 ~ p i m o - E V1 2 d ~ K~ U) V S p O C_ ! a~ 6 N ~ K ..9iC' E \ O O ~ j j _ _ L^ ~ f~ ~ o a Q O N 6 ~ 6 d E- F_ N Z ~ T= ~ ~ E ~ N o ~ o O G J. u T c O O O O ~ U s ~ ~ 'N=. h ~ Q E ~ ~ a ~ o 't5 3 0 V 3 ~ o ~ rn o o-~o I--^ ~ c Q -o s Q z, ci m o o ~ ~ u N ~ U cn o- '1' ss a ~ ~ v v ~ - o o ~ w a ~ v :v v 3 z ~y F ~ - e c- ~ °>r~ oVm ~rM PS ~ ° .1 V V `V V V a v m v v o u n 9 9 ry ~ C _J a - _ a c ~ oo m rn m C ~ _G c c c O O' 3 w ~ ~ ~ a~ ~ ~ v N LL ~ u. ~ ti U ~ D a ~ O O ~ O O r( 2 N V N N (n ~ fn ~ In •i.- N ~ U V U U U z x 7 ~T V ~ d N N y-.% j W ~ ~ S' 3 v ~ u m N E ~ ~ O O a'al O o a C o d aOC ~ ,`v_ 5 ~ m o .a v ~ u b0 6l rn m Ln - - ~ lJ ~ G " ~ u~ a0 O C ~ Y ~ ~ T ~ T N~j ~n ~n ur Qi 6~ ~ Tn O O O t V ~ W ~ w w l; rc' a w ~ Y V v ~ > a ~ v ~ ~ ~ ~ `o v a`~ a~ ~ T, o E m s e a`° € € J = ~°v ~ ~ s 2 d aE ~ a ~ o~ ~ - O.'. Q r~ ba ai rp v ~ m ~i ~ ~ O~ Y c o O O s G _ ~ _ - U E T O ~ Q m arni t N O O U _ O Cr O a•~~ O O c r o 3 2 V y `m a U Q a V~ 0~.. a Sx. o ~ I I ~n ~nm rnUS, U p a; E ~n yr 7.' O ~ Qi ~ C N ~ o ~ ~ ~ ~ ms a m ~ m v ~ ~ ~ G c O c 3 N Y ~ d° o = o 5 O ` ~ a v a ~ v°i ~ v rn° o ~ v ~ ti~ E ~ L] N 7 N ~ _ ~ O o ,r o Q. N n ~ o n rn 3 ,,v - ~ as v ~ -o w `o i m a ~ c o M d o - ~~,a oo v - m r o°, ° L' s; ~ ° w -0 3 ~ C~ ~ r 1 ~ J N r ~ ~ IJ U) ~ ~ 6 •O O C ~ ~i b v ~ T-i o , Ti ~ 3 b - ~ 7 -d 'S Q - ~ ~ ~ rn ° -a a m ° Q s `n~ E 2 O O LL - ~ ~ Z1 -a C-dj ~ v ~ i, L. Q n C ~ ° o ' ° Q J u ° d o ~ cn O v ~ ,L E 56~ ' ~ ti v ~ _ a S ~ c c ~ O s O ~ o O O ~ ~ ~ (l i ~ i ~ T ~n T ~n N N p a n ~ iv c S m m a> O3 ~ c Q w ~ N j 9l ~ ~ ~ a~ O O c •n cn ~ ~ ~ O O 3~ ~ _ T ~ _ = m~ ~ - w- ,t Y' .x u u ~ .x ~ Q ~ ~ ^C^` , O w O] W F- LL, ~ K m L~ }^W.." Y. U d N O v o ~ ~ a> > 0° v -O Q O` ~ -a ~a ' N oQ ~ a. ~ O ~ L) ° ~ ~ m m O O O ' h. _ \ ~ O ~ O O Ul O c N ~ ~ Q ~ Y - - c ~ c' c ~ O O ~ C' S ~ m ~ L^ S ° 7 O ; a ° ~ Y ° ~i ~ o n N ~ ° <C G ~ ~ Q C] ~ a c F E w p .v ~ V • a. ~ y ° > 3 ~ -6 ~ a o~ ~ Q ~ ~ y ~ ~ ° = ~ ~ V ~ ~ O a ° ''nn `o o ~ ~ ~ O Q1 'c ~ 6 m ~ a w ~ .U a _c 6~ ~ ~ U is ~ ~ 'O Q S2 N ~ Q T ~ ~ Q) O ~ ~ ~ a o ~ t N, O U c, m n a~ 9 s~ t: a m ai y v ? 0 0 v U ~ _N" v ffi ~ ? Y' ' o `o o ~ o `o o `o Vl s Y ~ ~ ~ r~ r. M M a N N N N G a ~ ~ ~ ~ a Y. 1. V G -Q u ~ ~ ~ to 6l C _C C E ?i a N ~ N -O U ~ u. ~ LL LL_ ~ ` a J p a$' p d3 p d5 p ~ - ~ Ln N N ~ Vl .n N Q E v ~ a a ~ ~ i T~ N 6 _y o ui °o a o 'o 'o a> rn > ° 'n t s {/j ° ce ~ v ° -r K re cG0 a .n 3 .i^ m ° ° V X < m \ ~ W C1 ~Zf S V W a LJ Lli N ~N -p S 4V-/ O O 6 N Q SZ C9 - - O U N a ~ C v~ u1 ° n a ~ ~ ~ m ~ vL ~ N ~ N ~ p 0 ~ ~ 2t oVU~ Q 2't Ot V~ OC U~Q= -o a o g ~ a s a= a o V a o 4 U ~a V o_n E F v ~a = n d v ~ n° o O p ,d~° 6 N ~ ~ oar fA°.: a oa; m m w V o ~U~ C.i -o o ~ ° vi mo i ° vmo ~ ~ 0 0 ' ~ v CO L c0 a OC m O E V - ~ ~ ~ ~s ~ a0 c~ ~ o ~ V ~ O d ~ P d rn d Q ~ 6 N ~ V~ ~ _ ~ O ~ ~ J E V ~ (1 1 Z ~ m ~ o] S U ~ p p _ N ?J 1 N N O - C _N ~ U - 3 v a y 3 r ii o U w m o 3 m° o n x ai \ ~ a~ o cn T ~ v y A v ~ t. N cn h Z _ N m fq o - _o V ~ ~ ~ o r ' G iy' C ~ ti c C C '-O c C O N O C N N 6' 3 ~ t c? c C o o a m Q o 'i~ Q N Q l e a W ~ ~ ~ ~ ~N in o o a° -O ~ N N ~F O o U .i T_ U E o b a v .1 Q , 58 o ~ ~ ~ v ` o o 0 o O ~ _ ~ ~ ~ ~ ~ a ~ s c ~ ~ ~ .o ~ C m ~ C~ ~ C n y C~ V7 -fl a 6 p: 0 ~ a~ a` 6 ~ ° 0 c;' 0 0 p U a C rn m rn rn c c c c v "o -D N ~ ~ N m o ~ o ~ O O O O t: ~ ~ ~ ~ ~ y ~ ~ N O O O O ~ U U V U 3 w o N Y V V ~ U O~ U _ O o _ m ~ ~ - N -0 7 O O o ~ O O N N O L3~' O wo O ~ ,O J ~ C~ [O - O N O O -O ~ y LD 6 ~ L p'~ ~ O O y 6 ~ a~ C d C Z j .iA y E U Imo/] O~ E O _tn O7 Q~ H ~ o Q i, 'a ~ t ~ 'cC t ~ Q a o ~ ~ a ~ on. d ~ w E .,m~ ~ m a m C_ C E W Y C C QI V ti i T E CJ ~ C ~ t t na a ~j v~ 2 °n. ~ Q o a m n' U o e a Q C of o ~ ~ m v' s°~ cn o `n QQ V c d) ~i V N i X 6 ~ O ~ Si E c ai N ~ N ' a t ~ o C N O ~ c~ m ~ o ~ 2 Q ~ o C o O O o 0 o O O - 4 s `^o m ~ ~ a > s ui c > > ~ ° o N m o° ~ ~ ? v~ . Q c' o o '-6 V o m s m ~ o ~ ~ ~ ~ ~ O v ~ i ~ U' Y ~ N ~ •y v m z 'a ~ N 6 ~ c0 O V ~ ~ ~ ~ E d p N C o - m ~ C O O `O L O ~ ~ ~ d N s ~ s ~ 0 SCZ V 41 O C J C C E v O o O T O ° a ~ W ~c 3 C o n. o o Q o _ ~ Q ~ E Q ~ Q o Z C7 0 ~ O ~i h m m n N O ~ U ~ 59 y i N N N Ql i~t/^I O O O O ' U N c ~ 0 ~ o 0 c `n "o `a `o i O N O O O ° ~ d ry p (V O ~ ~ cn o~ a~ w ~ m c c c c ;a _ -O N -O -o w ~ ~ ~ ~ ~ ~ ~ ~ ~ C~ ~K L~ ` GL ` K ~ 0. Nan N ~ _~v~ 0 `c. o o O O ` ~ U V U V a U 7 T ~Q p.~ rn ~ ~m rn~ rnm o-o m~ C ~ C ~ C ~ 6~° C~ ¢ s ~ o N o~_ N~!~ c3 a 3 ~ o~~ N o O X X N ~ X .h ty p o O~ w N x N O w~ w~ 4 w~ S a`c -O ai E E `L~ i~ ~ c u c a~i U ; o 0 0 o s o IV c ~ d m U o n aV U s o c o rn a~ a rnO m O s c ~ c c O Q Q c N ,V = ~ t N 2 N ~ E ~ N E Y N ~O `p Q.t ~ R.t Q = ~ d t v Q d dt 0. ~ ~ ~ ~ Z ~ ~ Z ~ _ ~ N q'S p ~ U c~ ~ .,O - v _Q y~ Q ~ V_ 0 0 U ~ ~ m Y ~1 = S~ m` 6 ?c ~ C V O N ~ ~i _ ~ _v _o E _o N .o 0 '_0 o N ~ N ~ , ~ ° , E N _ N u ~ o c U O c V O C o ~ o ~ ~ a w ~ i Q Q a _Q N s V o ~'x ° V dS > o ° _ -o, ` ~n _ ~ m U ~ ° . .s 3 N u ~ ~ ~ o ~ a~ ~ o ° 0 3 S~ v `o 9. v e ' a~ `c a o 3 0 ~ o m¢ w E~ E -a ~ ° ° x ~ a Q a~ v c `v o ~ w _ co_ V N `n ~v ~ a ~Ci c ~N `G a rn ~ Q LJ.J 'c > Q ~ ~ Q o v ° a Q ~ ~ o k ~C a a~ ° w F! ~ o ~ o - i ~ i~ o t~ 0 E V ° a ~ av F ro ~t: t== ,,t, ~ ~ O _`o 0 f,` p 30 ~ ` ~ c ~ p- U L ~ 'O > .rJ a _Y C L C O C D p N ~ ~ ~ ~ O q 3 o ~ v o o o 0 6~ a, O _ ° _ c ~ ~a 3 o ~a xs= ~a ~ N~ NN rn o N c ~ v ~ v ~ ~ ~ ~w s C O p CT N p ~ C ~ C ~ u = o o N c a' ~ m v ~ `o ~ _ ~ O V O N ~ O c O C O Ol V C N T E ~ ~ a ~ Z 3 ~ E ~ p ~ ' ~ " ~ ` o_ ° ~ -o - p l o o~ o Y w~ m° o i T L ~ 3 O n. '1' ~ m ~ N ~ 6 E~~ S a d ~ ~ ~ ~ O `o s°i- o ~ ~ o C~ m T ¢ ¢ . ~ O ~ 0. m~~ 0 O ~ ~ T ~ C m~ ~ O 6 ~ d T C ~ `p C ~ c N ~ -O ~n d% = T ro Q t ~ o- Q ~ ~ d% = O ~ pG -o ~ E p m d~~ o~Z~ a~ °-a m o oQZ~ a ~ o y o a ~ o~~~ ~ o o~ ~ -0 3~~ o d o c ~ o~ ~ ~5 rn V a~ E v ~ C`J ~ ° o~ ~'~tU~OomC~Y V°~Oom a c ~ _ m p ~ o m LA.J p r V o o ~ ~ ~ `m ¢ ~ ~ m` m a Y > > - Q ~ ° ~ --0- vo vo, ~ oc ~ api ~ t ~ ami ~ Q m s ~ ~ ~ ~ ~ j ~ ~ o ° o ~ ~ ~ E n ° ~ E E > Q ~ ~-~-O i5 ~ ~~US ~ V ~ ° ~ o U ~ ° O ~ p° 0 3 c ~ O Qty ~ O ~ O T c LL- r O O c - _TJ ~ ~ ~ O ~ 4 O _ ~ Z N O H O O ~ N O ru C~ ~ N - O~ Q p~ a N O p p CV ~'D u rn a d N O 2 c ~d N c S O S .F C~ V'7 F- %ll s c ° Q ° ~ Z ~ ° ~ c O y .n c N m rn n 0 c c N a c ~ O ~ ~ ~v o ~o N ~ c. Q U a, c'- ~ O i 61 ~3 =e v Q ~ ~ J ~ c s 6 ~ C ~ E ~ o o ~ o .6 J a - o b N ~ ~ Cl ~ ni ~ a ~i D ~ in ~ o ~ ~,=m o Q ~ ~ c, Q ~ m o c _ Q ~ a p ~ rn rn rn ~ c c ~ o ~ p r ~ N ~ N ~ N e:~ ~ ~ u ~ .n in N ~ cn L p V V V s o ~ o o 3 0= m E T ~ SST j~;= N~ N 1 V E S C ~n O O H O .n ~ D- 01 ~ ~ ~ O m Ul 'gyp C? V rC p ~ ~ U a p a s ~ ~ ~ ~ ~ p~ o ~ o ~ O d N 6 p E S N ~ Q u ~ ~ ~ ~ j j p0 ~ EO X O O ~ ~ 03 ~ ~ ' w ~ > N ~ ~ ~ r`-" LJ iC V w 6 N ~ Q ~ ~ ~ U ~ 1= O LJ ~ ~ ~ ~ O .n O ~ ~ E 'i O) ~ O 7 ~ cj c ~n c h (V v c n O C ~ ~ O t GGN _ "C N N -i ~ Q t ~ O c~ Q t Q Q t ~ 7 iO ~ - ~ v E ¢ ~ O ~ O .p E N p= E N ~ U ~ V~ 3N a ~ o > - ~ _ T o~ ~ oN ~o 0 0` C ~.4 -o ~ o~ a o ono Q 6~p °v ~ In V ~ - Z L _Q S N ?_i j ~ ~ ~ Q O c °J a .o o -a° s ~ ~ o -o O ~ .o p~ _o s ~ p~ a o E o `a~i o' o ~ ~ -O- v o > -o ~ _o ac o~ o ~E ~ ° a CV - x c~ = ~ N ~ a p ~ ~ ° N Q~ 3 0~ N o o° N E s -o ' ~ o _o -Q~ o E ~,o t ~ a ^ N N p ~ ~ O c J 0 O E 3 lJ d ~ ~ Ti 3 `c U u ~ p~ O `u W ;C Y~ Q _p 4 p- c C Q O q Q to ~ a> O U ~ p' ~ ~ ~ N c ~ a O O p ~ rn 4~ U O R ~ ~ N 6 ~ ,i E N O ~ N K O O N ~ N N o C o 2 o + + N 'c `d a o 'a Q ~ ~ ? C7 ~ nJ ~ M Q n v m~ N` L~ ~ ~ Q N O N O` > _ 0. ~W C E E ~ UJ u~ v rn rn m _ c v v 2i -a Q' a~ (2 ~ ~ N ' N LL N t ~ 3 u- u LL~ v N c ~ ~ o ~ o ~ ~ o ~(p °3 `p v°' t s C~ 3 •n K 0 o O c0 Q p o~ V V U E Q: m ~ Q° E; ~ ~T ~ o E v ~ ~ m a ' N ~ = ~E .E ° = E ~ o ai ° z. aa'i o ~ ~ > yr o~ ~ ~ 3 0 a Q o' a O ~ T~ o. _ `u = ~i o N u a ~ N C ~L 'v1 N N o u N iL a Q O w a w' ~ w m Q S N - ~ t/I ~ O O E E ~ ~ ~ N h ~ O O m O ~ p O = ?l _ -O N a 3 O ~ u O ~ O~ f= Ci a~ m -O m O s `o o ~.x mQm~~ ~N D o - N 'w 6 ~ ~ c ~ N- ~ ~ ~ t ~ S..- ~O C ~ C C ~ Q) O U E a o ~ cv ~ ~ D o E- ~ Q s o o o ~O y ^ ~ N ~ ~ F- in ~ ~ v c -o ~ -o N -o m o ~ o ~ o c~ a ~ a a ~ c ~ 3 c a m ~ u o ~ E u a 3 ~ wo N o o iz o o n o m m -o ~ o ~ E m g O a ~ c M " ~ a ~ ~ f- X01 O N O O O ~ CV a G---6 c ` -o a~ M E rr~i c ~ ~ in O ~ N O O C ~ C ~ a N 0 c O - E ~QJ O O _0 6~ O E O > N of I- Q~ o ~ ~ n° o u° m o ~ a 63 y 51 ~ 0 0 u A ~ v y v ~s 2 ~ 0 c c ` - 0 0 ~ ~ o .o ~ ,o -O V N G D G . ~ ~ ~ C1 ~ ~ Q ~ .p L~ v, Q ~ m V ~ G N~_ _N y v ~ L s ~ O O ~l O O Q _N Q d (y 0. ti - c G ~ O ~ _ c O T Ol L3) O] p ~ C C C (3 0 ; m -O -6 -'p ' rt- v O j N ~ N ~ N ~ N N o m S ~ ~ u_ ~ ~i ~ u 5 > > ~ ~ O dS a o ds o aS o 0 ~ g m o 0 0 0 C j 3 m o V U V U O n' 3 ~ L O O ~ ~P d E 4~ N C v m p n s ~ v o E O ~ C N - - 3 CJl N O - t7l UJ c 3 B ~T N S O S LP N i O C U a. a_ O T C~ ~ G ~ 3 .n O m~ o p~ .n O ~o a v? .n O > v g N =O ~ il O ~X T! 2 v ~ 'X in U SJ ~J ~IK in 2' O X V G ~4 ,n p w~ o v o 0 o w N o m c o a w N ~1 W N ~ Q~ N c 1- d x o t `v ~ o$_ E t o 0 ~ m .Z ~ o o d i ~ a n ~ o ii o b a o 1 a y~ ~ p 1 a p ~,N c i a, _ C w m v O o Z~ ~ Ct1 ai Z ~ ~ U w A0 -O rJ Oi C ~ m - ~ v ~ c C ` > W a m O o ~ t v c N v ~ v rVa~ ~ p,t rn~ 0 3 2t m d ~ 3 m Qt Y O E O vi V o L ~ ~ ~ i- w - y rt- _ O ~ U m v~~ 0 V~ O~ 0 ~ O V ~ ~ 5 a d[] ~S S C~>O E o O Q Z ~ o O OJ ~ € O I Q O ot} v k Q Q~ V ~ ~ a Q ~ a V d v, W D m ~ 4 O Q N ~ O ~ p) C C C ' ~ C T -j O O N G O N O V o 1 t a~ _o ~ n S~ o o a m ~ p ~ v°~ i v°> € 3 o; o o o - oU `n t v ~ d ~ -6 d ~ ~ a o 'D 2 m o c O O 6 _ o= p P ~ U ~ N C7 ° a a v C7 ~ ~ Tf ~ Z Q p w Q ~ ~ E ~ ~ S ~ Y v ~ 'n ~ E ci o 'o c, ° ~ E v e.{.. -p ~ ~ a-~ o` v ° ° v E _o`- v p j 0 -C ~ ~ 6 E ~.t c a ° - f v ~ c ,y D E n t} 6 T ~ J ~ ~ L~ ~ ~ 0 ~ .n U a 'S N o' o° v o N E o C`J rn ~ o' N -a /~jl ~ C ~ a' 0 3 ? ~ C ~ ~ _c C ~ ~ _ ~ a o R ~l y n U O a] O 1 O O d 6 ° O O~ _O _ N Q U N_ W i] W E y~ ~ c E t1 O p W s _ u o a ~ rt'i o p a `u Ti o v a 'c ~ a Q 2 E Q a -*J Q E° Q ~ -c E o ~ o - o. ~ d ~ O ~ ~ v ~ _ _ o E U ~ v 64 ~ ~ v o 0 0 o Q a ~ y ~ r o (U _O 6 It ~ n ~m n O Yl ~ m Vl C V T ib Q v m 7 Q N 0 N O N Q) d 1 6 I 61 Q1 m ` _C C C ~ ~ N ~ ~ N ~ ~ .C N LL ~ ~ ~ ~ Q C N In N (n ?1 In d ~ E O O O Q ~ ~ v v v ~ ° o m - o C ~ _ ~ pj _D S -6 r 5 - O 6 O p /y~ c ~ E O M ~ G ~ E O O E . Y N ~ ~ N E U o -O H ~ ~ ~ _O ~ ~ v .V N - C ~ O O N u c c` 2. c` O~ m O~ u ti .N o~ o~ v .N ~ •C °J w o~°i o a° moo`- 'v w a~'°i ~ w a°~i s~= m o _ ~ o ~n O ~ ~ ~ V ~ ~ O E E i „ _ a m o ~.na~ Y ~ O y m i, V~ a lid mm~ ~ o U ~-'0 0 0 ~ o Q~ S Q a a -o a o. N U O ~ ? ;a' o S] .O n .o ~ ' ~ U rn v o rn °o ~N ~ Q t N ~ ~ t N w~ ~ o 'C N a t c o oat o o a~ ° O~ o ~ V -o 4 V m° ~ V N ~ r ai o ~ C _V C G V ~ CD T C W 6 ~ > O 'C ~ ~ = N> = c O Y Y m V ~ ~ ,~0 ~ N _O ~ _O _O u c O o ~ N ~ ~ ~ ~ ~ ~ O c s 4 c O c N t (%1 t N _ c ~ S Y -O d -O d ~ O :.V L ~ ~ U O ~ S ~ Q s ~ ~ ~ ~ U ~ O E u c N ~ ~ ~ c o -a O O _c O d i~ `p O o m ~ O lV d ` (V C`N ~ O ~ N N ~ c 0 0 C O~ c E ~ m o E as o ~ c. o E o c c o a o ~ `o O o a ~ ~ ~ o ds ~ V Q N O ° n ~u 65 ~ ai o o n. E ~ n. O E v NN f~~ ~ ~ C O Z G ~ C ! E ~ o 0 Q Qo Q oc~, o~~ g ~ ~ ~ s E m e L ~ _ s O O h Y~ c~ s rn ~ m o` -o ~3 •1 s s _•~n ~ u i m c u- ~ D .o d5 ~ a5 p •C O O p ~ N h ~ ~ W L N N ` 4 ~ ~ O ~ T C ~ ~O vV~i O ~ ~ v c Ti Ol ~ 'O LO ~ O O a ~ U N ~ ~ ~ O ~ y Tj - ~ .y ~ O ~j ~ ~ N C ~ a~ W N V~~ w N °c CJ O ~,aN~ ~ zo ~ o U ~ T~~ UJ y p ~ ~ m W ~ ~ V/x a Q J C C o ~ ~ a o Q a O N Ol ~ _ _ O O ~ c 6 O _ C N N O~ a N D O E Ul u~ 0 0 .6 t y d N } O a ~ - o o `o u o ~ o o v a o a 'x m at T? a.~ N U o n.t ~ f.. ~ ~G `nom m°n°VOQ o ~ _Q n. ~o U ~ Q1~ o u E-u~ a~3a N aaU nn > 6 6 ? ~ ~ o N - Q G u o to t p 0 Jl ~ d~ _ d ~ W OV p C U B N O v U U J T Q ~n ~ _O L O U Q O a 6 N U ci ?l W U o ~ m ~~E~ ~ r ~ ~ o M 0 ~ O N ~ a C~`~ Ep G Z ~ ~ ~ ° r E- o ~ ~ N a> c a o w ~ v ~ oo ~ uo a9 C~ F--- _ 'c 0 v Q c ~ ~ ~ o a m ~ ° o ~ F-- a ~ c v o a n M ~ o ~v°z 66 ,?1 ~ ~ y~ O C C C L ~ ~ ~ U ~ ~ ~ rt._V '3 Q < ~ N _ C V O a ~ ~ L O C s O O O ~ ~O G ~O Q ` _ o ~ v v v v S CJ d LV O (4 C c ~ a - o o c o rn ~ ~ a C N -o v o ~ ~ ~B d5 p' °d o ~ o ,O V ~ N~ ~ ,tip v v° ~ o ~ o _N c_ C ~ T O ~ J N N~ C O O ~ U ~ U N O _7 TI ~ U 3 p p ~ x p ;o o ~w~ w~ p~~~ w~ tE~~-. C o ~ p E~~ C 3 Z V ° aV ~ c c o ~ c a o > N 3 a> rn N o ~ ~ ~ N -p ~ N -o O ~ ~ oz$ _ C - c ~ ~ O t~ Q ate.. ~ Q t ~ a Q t o? >;p o ~ n~.a° ~ o o m ago _ ~ a~ _ ~ siC ~ `c' ~ ~ v V N ~ N ~3 m _ 6 d O c a -c eH ~ d ~ r- S ~ S ~ c O C~ ~ .C L r :,C~ ON L ~ O N ~ c O c Q N S' ~ o ~ o e o as o c o c - c. o c c N Q> ~ N p N 6 N N O N .O N~ N C O E Es r -oa o -D~ o ~ ~ a~ o ,fin' o rn ~ a°~ T ~ ~E J N ~ ~E ° ~ ~ ~E sF Q E S Q L = Q o O a-a ~ o EU o EU ° ~ = ~ c O ~ N v b O N N ~ O O ~ d 'c ~ ~ `c O> c ~ O --p N N ~ S~ uo ~ ~ E > c ~ V N r E. o ~ 0 3 N c o-C ~ G N c~ 2 N Q N M Q O s c0 E p~ E M E u O ~ w 0 o a c o - o ~ ~3 p _ Q m o -o ~ 4 0°~ Q o c ~ c ~ N o o s s t~ D Cl E c L E o f O o E o ~ o o f N ~ a~U o 3 LL, Q U 67 ~ C ~ ~ V) > G p O O c ~ ~ ~ W D O O 2 Q C a ~ U U O ~ p ~ + _ p SJ O O ~ m ~ N D 6 ~ 6 ~ M O U ~ N~ u v y O ~ L ~ ~ N ~ ~ U ~ _N ~ O O c w ~ Q1 ^'TU~ O O ~ -0 ap ~ ~ N ~ ~ ~n M r M ~y O ~ O O v ~ o v v j ~ 3 ~ a ~ o s L3 ~ m o 6 rn~ s~ a,~ ~ O ~ N O TJ O O p W N ~ Z 2 Z ~ - c N m Z3 N m a~i N o~ rn ~ a s O m ~ __C ~ _ti O r` O ~ ~ U O c ~ ~ ~ O ° ~ °i ~ o ~ ~ ~ l ~ 6' ~ 0 0 ~ ~ ~ U; ~ Q ~ m • ~ m `mss` ~ e ~ 0 0 7 - a'i ~ E ~ . ~ N E v vOi ~ vOj t 0 ~ a o ~ a> r- ~ c a> `m _ _ O Q~ O _ Q ~ V 6 O O ~ r 2- N 6 N M ° -j s m O p N O _ Q N M~ a CJ O u M 4~ ; ~ o c Q o a Q O v rn a v N C 4 ~ d Q- ~ O ~ ?J to Ov°v - 68 v a ~ o 0 E ~ ~ v p ~ - - ~ ~ 5 ~ ~ s 'b ~ o ~ ~ o O o 0 ~,j o C E °vry N ~ u m c o rn cn o ~ N zi ~ m i_ ~ ~ w. ~ U ~ ° ~ ~n a'I' v°, v ~ o c' ~ V ;U ~ tC ~ w ~ ~ p ~ _ `u ;O Q p) N O S .O T 6) ~ s m ~ N 6 .X O » O T G ~ O / E~ O X v~ O 0 0 w~ p~ O~ w~ QQ U O ~ _v = V ~ ~ _ ]G Q cn m ~ u O O Q O N s ~ N O > N p) ~ j 6i Q ~ C yr ~ C > _p dJ ~ m ~ ~ O~ t N O U Q~ s p p r c 3 ~ w ao pQr- a~ U a O a, o o ~n ~ E o ai ~ ~ ~ ~ _ ' ~ ~ O y` O O N 6~ 0 ~ O ~ o _ ~ ~ = L1 Y Q m O ~ d ~ ~ N ^ ~ O -0 (S Yi Qj ~ _ e,tn p O~ ~ E~ O rn E N ~ a~~ O c N~ 6) C~ O c N~ p O O~ 5 E U o u L s N c ~ci ~ c E u .O O O O o o~ `o E ~ _ ~3 E ~ ~O) a pLj O ~ ~ ~ S~ ~ ~ i~ ~ V E m` ~ ~ T- a~ ° o a~ ~ ,T ° 0 0 ~ a o ~ 3 -00 ~ = cv V ~ Q ~ ~ .4 ° ~ O 9 3 2 LJ.J ~ ~ ~ `u o `o ~ t~ o ~ c u .c a Q = a, m~ 1N O 'mot a ~ ~ _ ~ E O U N O ~ N O F"' a s CO "O O i d 69 N o o ~ N ~ E e~ y ~ + + + Q ~ ~ o `a `a C~ ~ r D m n ~ n N ~ F ° _ 5- ~Y 5, M G ~ o ~ a ~ U ~ 0 ~ E O O E ~ c O ~ m 61 ~ O ~ -6 -O c ~ c C ~ O O` ~ ~ ~ O ~ ~ N ~ ~ ti ~ ° V V V ~ u C ~ ~ ~ Q v s .X O .X O .X O E o w~ m o E u w- ~ ~ N s ? c m o -a o _ _ o' o o rnN °s~ ° ~ ° ~_N o-~ ~ a= - mQ a~ QV C~¢J a~ ~ ° a~ .3 c _ Q~ o ° V ? Quo E p ~ p ~ Q ~ ~ ~ ~ ° o ~ V~''~ w Q u ~ ° ~ o U ~ s u u C o h o c o c c i, c c iN ° E a o v - s Q Q -'o ~ m 1 V 0 ~ ~ ~ 6 3 c N v ~ m E r O O O N~ N 6~ O Q 6 d' ~ ~ ~ m ~v, - o E E~ ° E t a c 0 0 0 0 0 ~ c~ V d ~ o wUZ V ~ Q o m v° a s o a~ ~ o~ ° ~~o ~ T U N N S ~ N C~ O~ E c i ~ E j r O- s s O O C Z' C) r E ,O ~ Q _O O O a Q n ~ c c o ~ E ~ > a E ~ ~ O~ ~ .O s ~j ;ll EO ~ ~ s F-' O L ~ L O = ~ JO e- N ai ~ _N CC~ V a O w a 0 ~ ~ ~ U C V N y U W o N CL 3 ~ m T rn N _ a ~ . a ~ ~ ~ v ~ c ~ C u ` ~ ~ ~ p o q'$ rn `a; q'$ m ~ _ c ~ c Q ~ 4~ = Z} ~ m -O ~ C o o° V~ u0~ U~ vOi Q~ ~ v.. v ~ ~ o ~ ~ C o O o~ N N o U ~ ~i, c ~ ~ s ~ ~ ~ o a O ~ o ~ o~ m -o d~ z J N N ~ O ~ S } Ci ~I J LU LLI O TZ O - ~ S ~ ~ ~ U E 0 m N ~ ~ ~ E S ~ ~ ~ ~ U U~ 2 K< D O v)-C ~ d -p TT1 N ~ 1] ~ Q> ~ Q O ~ V= O S L O ~ o V/ L U C ~ 9 N i1 O O p U`Oi = O L E O O 2 w O N d 6 Q _N a~ `y Q ~ c - in p c dy S O ~ s O s N V= ~T d' O 2 ~ d Q j Z tC ~ V U S Y •C O C ~E ~ W ~ Ol, O ~j C E C N o'er t w ~ 'm ~O C ~ /1 p d a, s U O O O ~ C d ~ C T L ~ ~ j <f w y _ O - E p~ O ~ O Z 3 ~ ~ ~ o~ Q ~ o >v,a ~ O c u. ~ Q cn ~ ~ y ~ o E o Q d C? 0 d N U O C_ t O- v p v C 6 C j O O ~ m ~ LL ~ V ~ N ~ N r -fl ~ ~ r- v ~ - ~ E > Z ~ O 1] o 0 9 ~ o c O a' a d- ~ a° a d' y m V O ~ > ri c n~ m c o v } N u ~ O O ~ v c O O c U - O U 41 C N ~ S O U Q `N~j ~ E C d- O ~ O / ~ '4 t ~ > ~ N W - d o O C E O c~ O N ~ e U 7~ a v c 3 ~ o 0 0 o Y 3 c o ~ - 'p ~ o ~ o o ;t s o o~~ o M 07 ~ d o ° ~ ° ~;s m - .L 3 rn rn ~ m ~ v -o v v s E c y c~ ~ m ii ~ ii ~ ii u ~ > d N ~ N ~ N ~ ~ ~ U ° ~ N 0 0 0 ~ a V V V ~ Q.,. N 0 N m i ~ ~ ~ ~ _0 3 c~ - ~ C Q1 ~ o v. s u ° o ~n ~ a .N ~ o o C.' ~ m t cc ~ _ ~ 3 -o ~ ri o o ~ o ~ a ~ E' m ~C~UO~ovm~ 3 d C C s a ° 0 0 a. ~ ° ~ Nom' ° o v a ~ T_ ~ v o o a~ Q o~~ ~ U_, ' n a Q - Q 5' Q~ o Q o~ a e? ~ ~°s ~ o~Q~~ o~~~° C ° o C ~ ° m m C s o c O c ~ c O ~ Y ~ T, ° ~ z ~ z s ~ Q 5 5 fl- o v°~ ~ ~ ~ ~ V ai voi ~ U aNi ~ N,. ~ v O ~ _ ~ 6 ~ = E E a ~ = E E s 1 ~ ~ ~ Q O O ~ Q a O ~ ~O ~r-V oi-V ~ o 0 O v O ~ ~ ~ _ c O~ ~ O ? ~ ~ a c _ C> Qi 3 O N N N i? ~ ~ N n N N L~ M ,tai N c N C~ ~ ~ N d~ N -C N Q. = d O~ a ~6 N O ~ ~ ~ O~ N N _I N ~ ~ O ~ ~ ~ ~ ~ O O ~ ~ ~ O c ~ c W ~ a ~ .U T} c U o _V a ~ _ a CT TJ F ~ 9 N m~~ ~ N O ~ ~ O) C ,n -6 c ~ s V 0 H l.) a c O al ~ a 2 ph 72 O O o a ~ a o O O 6 p ~ n ~ ~n _ C7 u M N N N O O O C'1 d` Cv ~ ~ ~ O -a v -o u. u rl N ~ ~ ~ ~ ~ ~ G ~ ~ v°> ~ upi ~ v°> 3' 0 c' 3 ` .C ~ w ~ w ~ ~ ~ w ~ v a y v ~ CO ~ O d 2 N ?1 Q d Q~ s V s v_ s_ ~ ~ N: U _oI~ ~ `a Q~s N. v> v> = V In 4 = a N O > N N O N O E v o o o $ a O d 6 Q a p O~ ~ C 1] G ~ T p ` U O O ~ v a u~ O= u~ 6 L- s O 1] O ~ .9 O 1] 7 ~ ~ N ~ w _ cn d 1] ~ i. ~ b ~ _ ~ ~ =tea' ~ S i d O N m c Qr.~ f u ~ ~t. O o ~ O 1] ~ O O p -O O U u c 4J `c N c - C in U p C V ~ ~n Q y0 S Q ~n T~ n Q p T O N - _C C O n N rn rn J t 0 ~ ~ E O ~ ~ Q ~ o ~ d C ~ ~ w p~ cn p u° 73 z m r s° m v ~ `0 0 p s' - ~ S = C v m w ;o o o ° a, n _ ~ o0 o a a _ _ ~ ~,o ,~T~ tea, ~a ~ v ~ y d 0 _ 2 ~ ? c~ O N O cv V C_ a ~ O a. W ~ U 6 sf>) - P ~ -O -`-'-o ~D o ai L) ~ O O H O O H O ° u_ v~ U u_ N U ,i v7 P ~ ~ ~ N v y,-- 3V~ m o a ~ - " ~ ° - v ~ E - v m - `o a~ ~ N w v i~ N L s ~ N > 1? ~ ~ v T ~ `U O Z ~ O~ E ~ d O N g~ - i V- W e~ ~ d - C m 7 7 m e C - °a l O o° o a E o O o ~a 3 N a -C o c G,~ ~ `v T o U ~ ~ 3 0' Z ~ ~ sr w ~ r c 6J o ~ o~~ 6I o= c Ol v v 0 y-.. _o o c ~ rn S t o c E o c vi .N a .n ~ .c ° ° ~ `q c w 6 w o a 6o N W m -O w c Z C c o~ o s o ° a a v C a `o Ucn ~°nwc..U o 4oi mv~ ~ 0 d v c ~ v. 2 v = h m` .n v ~ ~ ~ c m ~ c Z m y-- ~ ~ °i c °ii ~ a py 61r p ~ o O <D ~ a ~ ~ v ~ v~,~= o-a t ~ vm ~'\v -a d $ d Pte- =a O- ~ E cL _v rn Ol ~ L7 O) v ~ a E ti > `v > ~ `o O .Q E-`n o 8 ~ a v c v~~ m c ~ Vim' Q- - a~ a v Q J . O d a ~ y m o Q o o w ~ °1 0 - o m o o `v _ ~ o 0 7 t v t w ~n `c o 2 v> o E v v~ N V a •Q ~ a o v o `o ~ a m ° o p a r_ a~ V ~n P V U ~n r~ ~n a ~`n L w V W ~ `a ° u v o a. v Q Q. ~ ~s o~ N~a o v N~~ o ~ E v `o o ~ ant ~ ~ int o = < 3 vi a-- ~ U ~o-s pm o o~ - f]V~ D VD V O ° ~ ~ ~ w o ~ E 'r LL m ~ o ~ o -moo m _ a 6 0 ° m m N E ~ O w 4 1 _ r- U -a ~ m o a c` ~n o c o ~ -o ~ o p ~ 2 a ~ o o _ LLJ ~ n J _ :`u y w a ~ o ~ ° c i. t O _ m - a~ ° ° c m ~ o `N m v~ ~ o m CL~ C ~ O ~ w m is ~ ~ 74 v 0 0 0 0 0 0 N d m m w m v ~ ~ ~ ~ O O ~ + + _ K T ~O ~ ~ O O O ~ O p C O ul _U N p yl p ~O N O oS Q [h Q ~ M Q yv. ~ N N N N E o ry ~o N 'o a qi d ~ O a rn rn rn c~ ~ c c c m N 6 u c 3" ~rn m~ ~ s o v° v° v° o ~ O o °u = ~ 3 c O O ~ w ~ ~ o ~ o s O m O Ol N pl N O ~ 0 ro o p X v1 X N T X N vl O1 3 ~ ~ L E> W~ W~ C S W~ N_ _ O~ o a o ~ ~ H _ 3 m O p Q o w O~ C ~ s ° o d. E ~ E p= _ ~,s p,2, o Q N a, a ~s E ~ N VoS °U ~ " ~ o u~ ~ ~ O ~ ~ O -o O v m F a o E N C ~ T. ~ ~ ~ O= U E C c '~~..ACt~ 0 O~ O O m Q3 v~ O E~ o m O _nO°~ a 'U J i~ ~ v S 7 W d ~ ~ 4~ N Q L-' O~ O In d V ~ v i o ~ N Q Q ~'i m e a_ Q V i a> O Q ~ ~,„i~~ d~~ oos aQ V." o ~ o i o u c ~ C O s ~n C c r v N~'~ s N N t~ N t" v N t voi t 4 a € a Q ° O- o o J n N Q o v N ~ r ~vt/'y~ m~ Z~ u V o v a n o W; o ~ ~ o a E E~ v o N m Q v -o O ~ ~ ~ - w ~ o' o ~ v z Ul d ~ -o °1 ~ > c ~ p d o p $ v o c ~ o N` ps `t' ~ ~ - N Q 6 ~O c O (V -0 ~ y~~ s v } ` o 3 p ~ ~O ~ .c E ~ s 3 ~ N a m ~ ~ o lJ ~ ~`u ~ c `u '`u E `c p W N W o d ~f Q ° Q o E m `oa ¢ a, a o E ~ o p' 0 0 'C Q C u ~ a a~ ~ c~ ~ O Q s 9i -p L~G] ~ N E~ -p O 1] N d O o O Q N ui E O v _ p0 N O O U _O g. ~ O C] ~ O 75 v r o 0 N N N N ~ S S ~ 5 C * + + + O ~o o ~ 5, ~c > `c o c w~ O o 0 6 O ° m ~ Q H vt ~ N 6 in O 1 CJ `V v `V ~ ^ ~ N N _ -U N d C~ rl N N ^4` O W ~ ~ m ~ \ C C C ~ pt ~ ~ a ~ ~ ~ ~ = N ~ N ~ N ~ {/~y~ ~ ~ ~ ~ ~ ~ ~ ~ C W V ~ LL ~ LL- ~ IL ` lL i ` VI ~n In N (n (n ~ ~ ~ Q ~ V U U U U N ~ yP ~ a~~i m m " ~ a • O O O o p ~ -p v o v ~ m _ 3:. O ~ v ~X ~x n ~ X m w „ a-_o > ° r c Oi: O LJ `O llJ -Q W ~ V W N 6i O Q -O C ` a s~ O° v a v 3 N o O~ ~-o _ ~ ~ ~ ~ ~ ~ ~ ~o o a_ a a o o~'o, o ~ ~ o o ?ice a 6) a> rn ~ Y ~ L Z m ~ o~ n 61 o rn p 3 O p o~ N V G U O} ~ O `v' v O ~ v E o o a O o N i J~- O v w a. m ~ ~ d ~ Y ~ c n. ° v ~ U o Lt E E ¢ ° `w n. n. - w t a - a E ~ `v v ~ o ~ o v o~ N o o d N s° o a v `o m OE m ~ ~ n_U' c>>c oCJ r_irn UU z V ~ u ~ ~O a o `v u ~ c Q? ~ 5 0 0 o O U o 0 3 ' ~ ~ ~ ~ C 5 Q ~ i ° 0 0 ao Q ~ O 6 a 6 O o_ ~ O a' O v°i 6 . 4 ` 3 ~ ~ 3 ~ S ~ ~ o ~ ~ o ~ ` O C N O 6~ 9 N - 4' O a ~-~,V 1 ~ m 7~~_ ~ O~ d 4~ V O O d m ~ W V!~ O N ~ N 6) M c ai `Il ~ J?l O m O O O M - M c~ a -o~ ~ ~ o i M ~ w m s c= /Vfl ° N C ~ C D O S C F V C C - T p W 3 N Z O o 3 O o ~°i O -c O ~y m ° ~ ~ ~ a, o o ° c. 'a a m~o O Q E ~ E m o ° ° m -Q F-- a ~ a - ~ ~ J N a 0 °'s n a. a m U ` ~ 76 o ~ _v ~ ~ •y o ~ o ~ ,a o U n~ U ~ `-T' T ~ N N C O N O iv C n_ o- r..~ ~ ~ 6> ~ ~ U ~ N ~ ~ ~ s B °d O O ~ N ~ ~ ~ s O O ~ ~ O V V N ~ 6 O p ~ O r c v a p ~ 3 ~ ~ ~ ~ c0 L N ~ F= ~ S E N O O ~ O O D N U x c v ~ o E °u' ~ x ~ c c E .-a O a~ 'x o 0 o u o 0 0 g.C ~ ~ w Ica ~C]UQ~ w V i- p _ o 6 ~ ~ .v'Q O G t ~ z ~ ~ S _c 6 O ~ J ~O :t m o~ .moo ~O -a ° ~ o -o` `m -o ° ~o ~ V Q bi c ~ N O O~ w E ~ ~ -6 a - 3 E o~ ~ ° rnoQ ~ ° ~ ~ _ _ o ° ~ ~ m o 6 U u ~ O E - O ~ ~ c_ O ~ ~ ~ C ~ ~ E ] ~ O ~ ~ O {T ~ Q O ~ - p Y Uj E~ vj u v Q O c o u c Cn /VIl O O o a~ u y ~ `u O 3 `u ~ o W ~ ~--p ~ O O O ~ o m E C ~ ~ O ~ a C ~ i = p N ~ U n o 0 ~A N ~ C~ ~ G ///L~~~~~`L. r i i N p C O L .V-- N s o ~o > ~ r 6 4i ro z C aJ 6 s a ni a N 0 ~ U d ~ ~ .N LC3~ 6~ Q c tC ~ ~ -O N ~ N O E u ~ ~ O ~ ~ ~ O ~ O y v7 ~ N ~ N O O s U U „Q N O Q O ~ O N ~C ~ s V > s ~ N ~.u ~ a ~ O N N~ 6 0 N (C ~ N K ~ ~ U _ ~ ~ a/ ,.Q c N ~ N O m ~ ~ ~ L X ~ p i a~ -p w ~ ~ ~ vE"~ L] ~ ~V w V ~ N _ - N V/ V C ~ 'U O ~ ~ C y y - c c ~ ~ U 6 O O U O di ~ d N c n U p _`o V o o a, o a _ C o ai N SUVL- ~=~u:a ~n' o o a c m Q 6. c N c V F,N Q. ~ ~ Q ~ ~ ~n o ~ O ~ t ~ w ~ t rn ~ a ~ ~ ~ ° ~ - c ~ >o c a °u ~ > ~ ~ U ° ~o N Q~ ~ U v S O ~ ~ ~ L C N v ~ ~L ; M ~ ~ O r O O N -O ~ N ~ O O ~ ~ v ~ ~ a~i ~ E a -Oo _ /11 ~ N l O O~ ~ O N Cn ~ _ ,C C Q ~ s ~ Q o o Q t O o ~ ~ ~ OG O ~ Q ~ N [ ~ N ~fJ N o ~ ° N 78 c 0 0 ~ v ~ 2 ~ Q ; -o 0 ~ n " o ~ v~ i O ~i N ~ N ~ N~ ~ o ~ o ~ ~ o U ~ V ~i ~n C Q 6 ~ p ~ ~ Q1 ~ _o ~ V O O ~ ~ ~ ~ ~ U Q ~ N 6 L = ~ N o ~ ~ c O ~ °c C-) ~ ~ o `3 Q ~ ~ c c c ~ 2 a x ~ 3~~ E ~ w - O O ~u p w N a_ ~ 6 Q C o m ~ -6 C C ~ O C t d t CC N o ~ ~ L ~ ~ 3 ci a o E o 0 - ~ ~ ~ o ~ s C7 a -a o ~ 3 0 ~ 5` (L a, ~ ~ ~ m a O a o ci o o O ~ cn ~ c. c y ~ O O x ~ ~ CL y O -o > o ~ ~ 4i O N N ~ m o~ c~ ~ a u c ~ a Q - o ~s m o a o v a. ~ ~ ~ s ~ ~ Q 2 ~ z o _ LJ.J ~ ~ E ~ Zi c LL ~ ~ ~ ~ ~ c t o ~ o O ~ ~ - Q- c aEi 2. c/') ~ U _o 79 N ~ N N ~ ` C C 3 T o ~ O, E ;3 E o <s O E O 'o o s O, ~ o-- ~ o-- r p ~ v- o 0 Q 3 -o c O u- E O ~ o ~ ~ a 3 ~ ~ ~ o~ ~ a ~ ~ ~ ~ o o ~ ~ ~ a o ~ J ~ ~ ~ c u _.0 ~ _L O ~ Q O O O~ N .r w a> ~ w a~i oO ~ ° `Y ~ ~ o E ~ w~ 0 ~ I, ' O c ~ .n -O ~ C w L~ N O o .o ~ o S ~ u Q o Q o ~ O 0 _TJ ~ n. o d ~ V V) N C Q p ~ Q ~ ~ ~ C L N N C ~ C ~ C U O N O N ~ Q c O c ~ c O C ~ C ~ 6 to ~ W O O ~ t LLJ a 0 L ~ L ~ .0 ~ ~ -O d N ~n -O 2 ~ N ~n .W p ~ ~ ~ ~ E ~ ~ v E A` Q d SW • 'j ~ ~ E U ~ E 6 N N d 6 C- ~ ~ O Q N _6 Q T - C 1] C U ~ O C i 6 N O O cZ O v~ ~ _ C N s O ~ ~ O c O V ~ E ~ Z~ N _O p O 30 O c~ c N c+J u~ M ~ s ~ ~ ~ 3 `o o ~ Q- a~ ~ o ~ _ o O O O Q u~ T C ~ ~ O y U ~ .6 O o ai o _`v ~ ~ i ~ a~ C ~ m ~ c d ~ O o- w O ao N ~ ~ ~ C C G 5 ~ O O O CO 0 N C ~ Z `o b o o ~ `n o b ~ T p T .a ul r') rv) V V V v N m N n,~ ~ ~ [~I ~ nl W N ds m ~ °b a' u o3 rn o~ ~ o= ~ o_° ;f 6 V ii ~ V ii vOi V vOi fi` c ~ ~ o E o ¢ ° o ~ m ~ ~ ~ ~ o ~ Q ~ E ~ ° o 0 O .X O N O~ U .X a Q .X dj p 3 °7 v~ w Q v ill ~ n~~ w d w _T c 0 mo ~7_S~S~nQ C]~ VS 3 axi 0 ~ N ~ ~ L^ C C 1. ~`O ~ 2 E N ~ O _ _ 0 t 61 O O~ N ~ ~ ~ a Q: K ~ ~ N ~ n.. ¢7 tU a~ N U N Z Z ~ a u N ~ .X ~ = Cl ~ ci ~ S ~ ~ Q O O Q ~ _ ~ c O v p N ~ cJ p O ~ 5 c~ c 5~ " 5 C m O s o c ~ o c ~ ~ v°i t E v> ~ _ ~ cn t ~ N Q 'O~^ O 0 Q 7i ~ Q SS O O Q :y V ~ ~ ~ O ~j_ ~ o O `v°~ CP ~N -p _ T s O O O O° v ~ O "O O C ~ ~ p1S ~ C N O e 6 N N 2 N O~ p C . V _ d- N -O _ V~ a~ ~ -a -6 ~ V C ` T1 01 O O fl V L ~w ~ in ~ "l Q s OCi Q ~ ~ -6 p ~ v N d N "a'. ~ ° o c~ ° o a N' ao ~ u O v ai ~ ~ ~ o o ~ ~ E ~ /LJ Z V 6] n ~ c v u Q ~ ~ ~ ~d ~ O it ~ ~ E o n c O ~ o m _ o S u b b> ~ n_ ~ O v Z o . , ~ ~ ~ ~ ~ o U ~ U_ ~ u ~ o ~ 0 ' T a ULL'~ - ~ ~ U ~ o~ ~ ~ o ~ ~ ~ .N o T~ -c ~ ~ - o N .o ~ ~ ~ ° a V -C . , Q cY - o ~ ~ y ox~- ~ V ~ E o~ Q Qom Q E a O w ~ ~ ~ o ~ ~ ~ ~ w a ~ o o ~ ~ ~ V 'C O .E j p o -O O m ~ o ~ m Q q o-='o o Q ~ ~ ~ s o V x~ O ~ Q ~ 6l -(l 2 = O ~ C ? J~ O EO N s D (1 2 r~ o E ~ s o .o ,N o U ° ~ o N -o c m " o d o - o ~ ~ QT E a a a o- ~ E ~ - -a N ~ s= O ~ a Q_ s ~ _o v o - n ~ _o a~ ~o l.J N d aJ V ~ ~ C W ~ y O ~ O 6) C N ~ ,n p ~ ~ N a p ~ L ~ d ~ ~ u a~ U C?.. 82 lead Solution I'arfners (t~fnmber of actions) 1 . Hilo Downtown Improvement Association * 35. Big Island Resource Conservation (32) and Development Council (1) ~ .,t. flo ,.rfm ..t n..bi;~ ~n ia..k.,.* n o~ 3~ Bib Sys`c~~„ ^~dvccates* 3. County Planning Department ` (8) 37.Cor.nedions Public CharferSchool* (1) 4 Hawaii Bland Chamber of Commerce (8) 38.County Fire Department (1) 5 County Parks & Recreation Department` (6) 39. Keith De La Cruz* (1) b, County Department of Research & 40. Destination Hilo (1) Development* (6) 41.Disabilities Rights Hawaii (1) 7. Hawaii Island Economic Development 42. East Hawaii Coalition for the Homeless (1) Board (6) 43_Hawai'i Visitors and Convention Bureau (1) 8. EDH2025 New Implementation 44. Historic Hcwai'i Foundation (1) Committee (5) 45.Kanakaole Foundation (1) 9. County Mass Transit (4) 46. Keep Hawaii Beautiful (1) 1 0. County Department of Environmental 47. Merrie Monarch (1) Management* (4) 48.Moku a Hawaii (1) 1 1 Lyman Museum (4) 49. George Naope (1) 1 2. State Department of Land and Natural 50. Mike Silva ! 1) Resources (4) 51 . State Dr:partment of Transportation (1) 1 3 Alice Moon & Company* (3) 52. UHH Ait Department (1) 14.County Gvil Defense (3) 53.UHH Col{ege of Hawaiian Language (1) 1 5. East Hawaii Cultural Council (3) 54. UHH Geography Department (1) 16 Hilo Public Library (3) 55.UH-Hilo (1) 1 7. State Department of Education (3) 56. Workforce Development Board (1) 1 8. UHH College of Business & Economics (3) 19. Watershed Advisory Group* (3) 2.O.ARC of Hilo (2) 21 . Big Island Visitors Bureau (2) 22. Community Alliance Partners (2) 23. County OfLice of Housing and Community Development` (2) 24. County Police Department (2) 25 Friends of Hilo Public Library (2) 26. Hawaii Taunsm Authority (2) 27. Palaw Theatre (2) 28. Recycle Hawal'I* (2) 29 Paafic Tsunami Museum (2) 30. Wailuku River Walk Steering Committee* (2J 31 YWCA (1) 32.AAUW (1) 33 Ala Kai Realty, Co. (1) 34. Barbara Andersen (1 ) * Commitment secured from these partners ea li~i~ 1`!r 1,:~ r~\CilCir ~~~f7tr ~~~rc~CY.ItICf ~CJi The EnVisior Downtowr. H1o 202 plan is a living plan, evolving and growinr~ with the community. ?his page is s~ecii`icany (or your noios, inciua~ng trends, ooservarions, comments and any actions you would hke to see which may have an impact on Downtown Hilo and this Community-Based Vision. Below are a fcw examples. The Super Ferry Mauna Kea Discovery Center Univcrs~y of Hawaii a~ Hilo Pharmacy School Rising gasoline paces Lobby and improve technology of gas pumps to reduce fumes South Hilo landfill closure • • ea i - j J s"=-i':~t'~t i,.'a " ~ . o.? r~ i y'~~~'~"' r% r!q; a i.~ ~ ~ i ca•.. wee. pa+4 n=1 ma.wre.a r~ I A P P E N D I X I 1 BS The Friends of Downtown Nilo Steering Committee Members: Barbara Andersen Kanani Aton Keith De La Cruz Jeri Gertz Gregg Hirata Mary James - Catherine Kamau Susan Gagorik Alice Moon Adrienne Carlin Oliver Susan O'Neill Steven Shropshire Anita Politano-Steckel Dolly Strazar Meredith Tanioka Leslie Takayama Lynnette Uyesato Marlene Murray, Recorder Past Steering Committee Members: Tom Brown Beth Dykstra Jeff Frankhouser faj Gunther Peter Heffron Zendo Kern Jeffrey Mermel Scott Rogers William Schaefer Writer: Beth Dykstra Bb lh~ Roc~td Show ~checlul,; February 3, 2005 County of Hawal'i Planning Director Chris Yuen February 10, 2005 Councdrncm Stacy HiOa Fvh,~~n,.~ 17 CMS ~-~,r~n~rLn,-,~ fl.,,,..l~l 14a~1p March 3, 7.005 Mayoi Harry Kim, Managing Director Dixie Kaetsu, DPW Director, Bruce McClure, Parks & Recreation Director Pat Engelhard, and Parks & Recreation Deputy Director Pam Mizuno March 10, 2005 DIA Board of Directors March 10, 2005 E B. DeSilva School March 1 3, 2005 Reeds Island property owners March 14, 2005 Walk & talk session Downtown Hilo March 14, 2005 Japanese Chamber of Commerce & Industry of Hawaii Board of Directors Match 15, 2005 Walakea Lions Club March 16, 2005 Big Island Resource Conservation & Development Coundl March 1 8, 2005 Rotary Club of Hilo March 19, 2005 YWCA March 22, 2005 Walk & talk session Downtown Hilo March 23, 2005 Rural South Hilo Community Association March 23, 2005 Elks Lodge Match 24, 2005 Radio Interview with Mynah Bird on KHBC Radio March 26, 2005 Panaewa Hawaiian Homelands Comrnumty Center's Prince Kuhio Day Ho'olaulea March 29, 2005 Radio interview with Community Forum on KPUA Radio March 30, 2005 Professor Emmaline DePillis' Business Class March 30, 2005 Hilo Bay Watershed Advisory Group April 2, 2005 Display at Connections Public Charter School Lobby during Merrie Monarch Parade April 5, 2005 Rotary Club of South Hilo April b, 2005 Radio interview with Russ Roberts on KBIG Radio April b, 2005 Pu~ueo Community Association April 7, 2005 Visioning Questionnaire insert distributed In the Hawaii Tribune Herald April 9, 2005 Manu Meyers MED Class April 9, 2005 Display at Hilo Farmers Market April 9, 2005 Display at Downtown Sack'n Save April 14, 2005 Boy Scouf Leaders' meeting April 15, 2005 Alu Like Kupuna April 1 9, 2005 Panaewa Hawaiian Home lands Community Association April 20, 2005 Sunrise Rotary Club April 20, 2005 K.~•aukaha Community Association May 1 2, 2005 Wainak~~-Kalwlki Community Assoaation 87 S .r f' What's Your Vision for Downtown Hilo? t'I ~~Vision Dol'l'ntewn Hilo '025 The En Vision Downtown Hilo 2025 Vision Statement is still a ss~ DRAFT document. We need your help! We want to know what YOU think... ~ ~i` Vver the past year, the Friends oI Downtown Hilo Steeling Committee held gem d~ a series of workshops [o gather community input fora Vision and Living ~%7o Plan for Downtown Hilo. Below, you'll find a questionnaire with key vision ideas which have received the most support to date. Your responses will help us prepare the final vision and plan. Please check your top flue (5) vision ideas for each of the following vision focus areas. If you have a new vision idea that is not already listed, please write it in the blank space below the vision ideas. For additional information about Envision Downtom~ Hilo 2025, please visit our Web site a[ www.Hilo2025.org. I. CRRATIN6 ECONOMIC VITALITY ? 1.1 Access to Downtown Hilo is increased through a variety of transportation services. ? 1.2 There is easy walking access from Downtown Hilo to a Hilo Baytront Boardwalk. ? 1.3 Commercial activities, such as cafes, exist on sidewalks and along the Bayfront. ? 1.4 A vibrant nightlife exists due to a diverse mix of residential and commercial uses. ? 1.5 Boundaries defining Downtown Hilo include a larger geographic area. ? 1.6 Diverse local-style boutiques and businesses attract residents and visitors alike. ? 1.7 A permanent Farmers Mazket. ? 1.S A permanent attraction increases visitors to Downtown Hilo. _ _ ? 1.9 Hilo is globally recognized as a producer of unique foods, arts, crafts and other ~ t products. YOUR vision idea for economic vitality Z. PREJeERVING THE ENVIRONMENT ? 2.1 An activity-filled Hilo Bay and Wailuku River Park and Tzafl connects to Downtown. ? 2.2 Sampan buses, solar street lights, and lanes for scooters and bikes. ? 2.3 Significant views of Mauna Kea, Mauna Loa and Hamakua are protected. ? 2.4 The historic character of Downtown Hilo is preserved. ? 2.5 Alternative transit options, including trolley, shuttles, water tastes, and a train. ? 2.6 Hilo Bay is clean, healthy and pollution-free. ? 2.7 After school environmental-centered activities are available. ? 2.8 Bike racks on buses and Park and Ride areas. ? 2.9 Landscaplag improvements beautify Downtown Hilo. ? 2.10 A Downtown Recycling Center. ? 2.11 Drainage and flood abatements are in place. YOUR vision idea for the environment: i.tTRENGTNENING AND tUjTA1NIN6 OUR COMMUNITY ? 3.1 Youth-centered activities and programs are ongoing. ? 3.2 Envision Downtown Hilo 2025 is implemented through a collaborative stakeholder effort. ? 3.3 A Community Clearinghouse/Meeting Place exists for networking and collaborative efforts. ? 3.4 Downtown Hllo's historical assets and strengths are promoted. ? 3.5 A beautiful and actively-used public square and civic gathering place is built. ? 3. 6 Downtown Hilo honors & welcomes its cultural, ethnic, multi-generational & spiritual heritage ? 3.7 Cultural and historic celebrations occur regularly. ? 3.8 Ongoing collaborative efforts help support lower income families. ? 3.9 Community volunteers are active and visible in Downtown Hilo. ? 3.10 Programs educate people on how unique and special Hilo is. YOUR vision idea for our cortmunity: 4. EXPANDING EDUC4TION, CULTURE AND THE ART1 ? 4.1 Educational activities focus on Downtown Hilo's environment, culture and institutions. ? 4.2 Signage with an Interpretive Plan highlights important cultural monuments and historic sites. ? 4.3 Strong paztnerships strengthen and expand activities related to Education, Culture and the Arts. _ ? 4.4 A state of the art special event center exists. ? 4.5 A renovated top notch Library exists. ? 4.6 UHH is actively involved in local arts, music and cultured events. ? 4.7 An amphitheater is located on the Hilo Bayfront. ? 4.8 Neighborhood cooperatives cultivate local arts and cultural activities. ? 4.9 A world festival on Culture and the Arts is held. YOUR vision idea for education, culture fi arts: 4. PROMOTING NEALTN 4ND riAFEiY ? 5.1 A disaster plan is in place for Downtown Hilo. ? 5.2 Clean and safe public restrooms are accessible to everyone. ? 5.3 Wide, covered sidewalks provide shelter, safety and comfort. ? 5.4 A visible 24-hour police presence deters crime and ensures public safety. ? 5.5 A system of bike lanes exists throughout Downtown. ? 5.6 Transitional housing options are available for the homeless community. ? 5.7 Downtown Hilo is safe, well-lit, and inviting. ? 5-8 Regulatory standards for noise/air/water/litter pollution are in place and enforced. YOUR vision idea for health and safety: 6. M4NA61NG 6ROWTN ? 6.1 A vehicle-free, pedestrian-only core area exists with free access to public transportation. ? 6.2 Adequate Parking is available in downtown. ? 6.3 Growth is managed through communitT and stakeholder collaboration. ? 6.4 Land use regulations are based on "srmart-growth" principles. ? 6.5 Downtown's historic buildings have been renovated. ? 6.6 Community gardens and °poeket parks" provide a strong sense of place. ? 6.7 A Design and Historic Preservation Plan is developed in consultation with the community. ? 6.8 A range of housing opportunities and choices are available to all income groups. ? 6.9 Energy-efficient and non-polluting forms of commerce and transportation are promoted. YOUR vision idea for managing growth: 1. Do you have any quesfiorts or comments? 2. Are YOU willing to work on a team to help implement/achieve some of these vision ideas? YES _ NO _ 3. Which of the above Focus Areas/trision Idea would you like to work on? If you answered YES above, please fill out below: Name/Organization: Address: _ Phone: Faz: Email e4ddress:_,_ tf[ANK' YOUI Please mail or drop off this entire sheet, no later than April 15, 2005, to: County of HawaFi Planning De- partment, 101 Pauahi Street Suite 3, Hilo, HI 96720.3043. If you have any questions, please contact Susan Gagorik at 961-8288. Other Drop o[f points: KTA Downtown Hilo/Puainako, Io[ormation Center C~' Downtown Mo'oheau Park Hus Terminal, Hilo Farmer's Market, Koehnen's Interiors 89 fd2~;(liftC~i"1~ more than three Living Plan: A plan that doesn't sit on the shelf Action: A specific project or activity intended to because it tells the story and includes people help implernerf a gNen strategy. who were involved to make the plan- It is based on community values, and is alive and organic. Adian Plan: How a ~ ornmunity intends to arrive Process is equally important as the results. It at its vision, steFrbystep over time. involves a process that builds leadership capacity in the communih; provides numerous Capacity Building: A process that empowers opportunities for community participation and people to plan for the future, address issues, and stakeholder involvement, and encourages manage and solve problems. collaboration between various private, public and government entities; and encourages networking Coastol Zone Monagement: The federal Coastal between existing resources in the community. Zone Management (CZM) Program was created through passage of the Coastal Zone Milestones: Targets or concrete goals achieved Management Act of 1972. Since approval of along the way that tell us whether we are Hawai'i's program in 1977 (Chapter 205A, completing an action. lhey measure Hawaii Revised Statutes), remarkable results have accomplishments and tell us how and by when. been achieved. This unique federal-state Examples: studies published, committees formed, partnership provides a proven basis for policies adopted, structures build, numbers protecting, resfonng and responsibly developing attained, etc. the nation's important and diverse coastal communities and resources. Opportunities: Things that may promote the Community Values: A community's most deeply implementation of a strategy. held shared ideals and beliefs against which its vision can be measures. Core community values Smart Growth: An evolving group of ideas about are gwding principles and the foundation fora how to better manage urban growth and community's vision and action plan. development. Smart growth principles include: mix land uses; take advantage of compact Constraints: Things that may impede the building design; create a range of housing implementation of a strategy. opportunities and choices; create walkable communities; foster distinctive attractive Easy Wins: Vision friendly activities or doable communities with a strong sense of place; projects that are visible and that can be preserve open space, farmland, natural beauty, organized and accomplished simply, and critical environmental areas; strengthen and inexpensively and quickly-ideally in less than direct development toward existing communities; one year. provide a variety of transportation choices; Make development decisions predictable, fair, and cost- fead Solution Partners: Groups, organizations effective; encourage community and stakeholder and government agencies that are willing to take collaboration in development decisions. the lead role for achieving an action- Includes individuals, groups, organizatons or agencies. Special Management Area: SMAs ore an area There may be more than one, but recommend no where significant attention is paid to the potential 90 impact that a development may have on coastal qualities. In particular, negative impacts on Visioning: A process through which any drainage, view planes, historic and cultural community can envision the future it wants, plan artrfacts, coastal erosion, and shoreline access how to achieve it, and begin Yo implement it must be avoioed, minimized and/or mitigated. Through visioning, a community answers the The SMA inc6ides all lands and waters following questions: Where are we now? Where beg~nring at the shoreline and extending inland are we going? Where do we want to be? How or mauko for at least 1 00 yards. The SMA does do we get there? Are we getting there? not include any areas or waters seaward of the shoreline because the State has jurisdiction beyond the shoreline. Strategy: A major initiative designed to achieve some aspect of our community"s overarching vision. In the visioning process, shategies are the community~s wsion ideas rephrased as a path to achieving those ideas. Supporting Partners: Groups, organizations, agencies or individuals who would support or are needed to achieve an action. Includes agencies who require permits, code amendments, etc. Sustainabi~ity: Meeting the needs of the present without compromising the needs and opportunities of future generations. Trends: Key external forces of change that are driving our community info the future. Vision Focus Areas: The central themes around which a vision is organized Vision Road Show: A phase in the visioning process, when vision ideas and workshop results to date are taken out to the wider community to increase public involvement, identify potential vision partners and interested community members, and Invite them to participate In the planning for visior implementation. Vision Timeframe: A target year for the vision. For Downtown Hilo the target year is 2025. (Note. some of our vision may be achieved long before the target year is reached.) 91 ~iCICCIOWIPC~C~ tT12r1fS The Friends of Downtown Hilo Steering Committee and the entire Downtown Hllo Community sincerely thank alt the people, businesses, and organizations that helped Envision uowntown hiio LUGS get oft the ground. Businesses donated refreshments, leis, prizes; accommodations for our guest facilitators; publicity and printing services. Young students drew beautiful visions of Downtown Hilo and sang and danced for our cause. College and university students offered logistical help and much needed energy at our community workshops. Organizations provided meeting spaces both for community workshops and for steering committee meetings; they also donated audio-visual and kitchen equipment. Schools, civic organizations, service organizations, and County Government officials let us speak at their meetings and gave us their support. Cultural leaders provided pule and blessings before our proceedings and invaluable assistance in developing our logo and tag line ensuring the uses of their language and symbolism were appropriate and correct. Community (coders gave this effort credibility through their support and active participation. Unseen heroes spent hours tallying survey results, making telephone calls, and mailing out invitations and thank-you letters. Nonprofit and federal organizations funded our activities and served as fiscal sponsors. Countless individuals came to the workshops to participate and to help. The following list includes most of those we wish to thank. If we have neglected to acknowledge anyone, we apologize for our inadvertent error and thank you for your understanding, Community Visioning Expert A big Moha/o to Sreven Ames, Community Planning and Visioning expert, skilled community workshop facilitator and trainer without whom Envision Downtown Hilo 2025 would not be the powerful force it is today. Guest Facilitators Cherie Enns, Professor and Srnart Growth Lecturer -Visioning Workshop # 1 Gail Clarke and Diane Gentry, Learning Unlimited Workshop Co-sponsors Hilo Downtown Improvement Association County of Hawaii Planning Department County of Hawal'i Department of Research & Development Hawaii County Resource Center Community Voices: Kanani Aton Robert "Steamy"Chow Mary Jarnes Fred Koehnen Cameron McDoniel William f. Moore Helie Rohner Donna Salki Macy Wessel 92 County of Hawoi'i Marlene Murray Mayor Harry Kim Paul Nash Managing Direcror Dixie Kaetsu Susan O'Nedl Billy Kenoi, Mayor's Office Anita Politano Steckel Punning Department Director Chris Yuen and Barbara Radford Deputy Director Roy Takemoto Christine Reed Department ~~t Research & Development Director James Sanborn Jane Testa Steve Shropshire and Deputy Duecfor Diane Ley Dolly 5trazar Department of Parks & Recreation Director Pat Les Takayama Engelhard and Deputy Director Pam Mizuno Roy Takemoto Department of Public Works Director Bruce Mary Ann Wanush McClure and Deputy DiredorJiro Sumada Steve Yee Past County Trainer }one. Larkin Comprehensive Action Plan Caunry Council Chair Stacy Higa Review Team Facilitators Councilman Donald Ikeda James Leonard Councilman James Arakaki Jiro Sumada Courcirnan Fred Hoschuh Comprehensive Action Plan Reviewers Media Larry Brown Hawaii Island Journal Andrew Chun Hawaii Tribune-Herald Kaholo Daguman KBIG Radio Keith De La Ciuz KHBC Radio Beth Dykstra Action Plan Review Team Facilitators Pat Engelhard Gail Clarke Susan Gagorik Kaholo Dagumen Mary James Alice Moon Catherine Karnau Julie Tulang Pam Mizuno Action Plan Reviewers Alice Moon Barbara Andersen Marlene Murray Kanani Aton Anita Politano Steckel Leonard Bisel Meredith Tanioka Paul J. Buklarewicz Lynnette Uyesato Julie Cade Bon Visioning Workshop Focus Area Facilitators Tip Davis Kanani Aton David DeLuz, Jr_ Diane Chadwick Susan Gagorik Kaholo Dagumen Mary James Diane Gentry Rex Jitchaku James Leonard Brad Kurokawa Diane Ley Bruce McClure Barbara Lively Jeremy McCombei Adrienne Carlin-Oliver Jeffrey Mermel Evelyn Pacheco Cheryl "Quack" Moore Anita Politano-Steckel 93 Jiro Sumado Andy Adamson Jane Testa Julie Tufang Editing Rev. Randall Weinkauf Paul Nash Carol Yurth Verna Posf Visioning Workshop Focus Area Recorders Cymhia Albers For their generous donations and contributions we Larry Brown also acknowledge Adrienne Carlin-Oliver Debbie Chang Abundant life Kaholo Dagumen Aloha Green, Steven Shropshire Beth Dykstra Alu Like Kupuna Jeff Frarkhouser Bank of Hawaii, Roberta Chu M'Lissa Kenison Big Island Delights, Jeff and Carla Takamine Earl Lucero Leonard Bisel Associates, LLC Chem Miller Pam Brand Alice Moon Shirline Brown Paul Nash Burger King, Downtown Nancy Pisicchio Cafe Pesto, David Palmer and Melanie Pearson Shana Ross Central Christian Church Steve Shropshire Connections New Public Charter School Students Eric Smith and Staff Jute Tulang Jeff Darrow Rev. Randall Weinkauf Bill Della Sala Anneliese Worster Professor Emmaline DePillis' Business Class Database Development & Questionnaire Tally DHTC Flowers & Leis Verna Posf Dorninds Pizza Artist Concept of Vision: Downtown Dynamos, Jeri Gertz Jennifer Shurley Students from the University College of Fraser Graphic Rendering of Vision Focus Areas Valley, British Columbia Workshop 2 Environmental Protection Agency Region 9, Dean Jim Channon Higuchi Logo Glenn Fujinaga Steve Parente The Fireplace Center, Jeffrey Mermel Drag Overarching Vision Writers Francine Marie Debbie Chang loydo Frankhouser Beth Dykstra Barbra Green Susan Gagorik Hawaii Community College Student Association Jane Testa Hilo Coffee Mill Video Hilo Farmers' Exchange, Les Takayama Turandot Adamson Hilo Farmers Market Rosie Rosenthal Hilo High School Key Club, Charlene Masuhara, Leilani S'olpe Counselor Web site Hilo Union School 4th Grade students 94 Island Bakc Shoppe Sack 'n Save, Downtown, Stacy Kuruhara Island Cantina Safeway Island Naturals Barbara Jean Saito I lanioka Transportation & Farm, Harold Tani,aka Shipman House Bed & Breakfast, Barbara Mako K.crasawa Blackshear Andersen hconi Y.efekoho ~ iiryson Starbucks Coffee Koehnen's Interiors, Karyl Franks Subway Sandwiches and Salads, Steve Handy KTA Stores, Andrew Chun University of Hawaii of Hilo Conference Center KTA Stares, Ron Sakoda UHH/HCC Global HOPE, Noelie Rodriguez Leleiwi Community Association University of Hawaii at Hilo Student Association Dan Lindsay and Susan O'Neill University of Hawaii at Hilo Student Activities Longs Drugs Council Lyman Museum, Linda Callazo Dan Waldhoff Kepa and Onaona Maly Mary Ann Wanush Mauna Kea Signs Dr. Bill and Cynee Wenner Sandra McCauliffe Chris Yuen McDonalds-Downtown YWCA, Cynthia Albers Office Max YWCA Intern, Chris Jitchaku The Mosf Irresistible Shop, Sally Mermel O'Keefe & Sons Bread Bakers, Jim O'Keefe Funding Sources Alton Okinaka, UH sociology professor and Hawaii Community FoundationMo' Bettah faculty advisor Together Grant Brittini Paiva and family County of Hawaii Planning Departmenf Pehoglyph Press, Christine and David Reed Coastal Zone Management Program Pu'u^o Community Association Hawaii County Council-Discretionary Funds Megan, Kellie, and Matthew Politano gig Island Resource Conservation and Liko Puha Development Council-Fiscal Sponsor Scott Rogers To all who participated in the _ process by attending workshops or Road Show presentations, and/or by completing our questionnaire-you contributed r~ all the ideas and thoughts that „1!~y ` became this Community-Based N!T J Vision and Living Action Plan. d ° Thank You! ; 95 Resources Steven C. Ames, Principal Steven Ames Planning Building Strateyic Vision for the Future Portland, Oregon USf~ 1-503 2353000 tel. 1-503 235-6000 fax scams@aoL~on www communifyvisioning.com A Guide to Community I/isioniny; Hands-On information for Locol Communities Oregon Visions Project, edited by Steven Ames Maroochy 2025 http:j/www.maroochy2025 net Volcano Vlslon 2020 The Art of Making it Happen: The Working Together Too/box CompassRoint Nonprofit Services Planning for the Future ~ A Handbook on Community Visioning The Center for Rural Pennsylvania Welcome Back Downtown: A Guide fo Revitalizing Pennsylvania"s Small Downtowns The Center for Rural Pennsylvania GeriMg io Smart Growth ll: 200 More Poboes for implementation SMART GROWTH NETWORK Community I/isibniny Handbook A publication from the Maine State Planning Office hBp://www.state.me.us/spo/ Waterfronts Florida-Key Elements of Success in Building Coastal Communities The Council for Sustainable Florida htlp://wwwsustainableflorida.org The Community Vsioning and Sfrategrc Planning Handbook National Civic league Press, Denver, Colorado, Third Printing 2000 96