HomeMy WebLinkAboutCOM 0495.009 2004-2006 t/ ~°v ision Dolntown H~~o
~02$ The Mission of the EDH 2025 Visionkeep~~'s`is tD gutdtrttnd
~ ins ire the communi to i m a e P
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Aloha!
EDH 2025
Visionkeepers
Attached is a copy of the Envision Downtown Hilo 2025: Community-Based
gudha Achar Vision and Living Aciion Plan (EDH 2025). This plan culminates over 1-1/2
Keith Akiyama years of volunteer work by the Friends of Downtown Hilo Steering Committee
Barbara Andersen (FDHSC) as they facilitated a grassroots effort to create a unified vision for the
Julie Cade Ban
future of Downtown Hilo.
Andrew Chun
Kaholo Daguman
William "Tip" Davis This document not only describes and articulates the communit}~s Vision, but
Neil Erickson includes an action plan for achieving the vision. It reveals the engaging story
Bonnie Geiger of how a community grassroots effort intuitively unfolded, emerged, and
James Leonard opened new doors for how we work together to plan the future of our
Jeremy McComber COnl11TLm1t1eS.
Alice Moon
Cheryl "Quack" Moore The development of a Community Vision is only the first step. Recognizing
James Morin that implementation is the key to keeping any plan alive, visible and off the
Paul Nash shelf, the FDHSC, prior to their retirement, nominated an implementation
Eileen O'Hora-Weir committee to shepherd the action plan. This successor committee has been
Donna Saiki named The EDH 2025 Visionkeepers.
Dolly Strarar
Julie Tulang
Susan Gagorik One of the first tasks of the Visionkeepers is to develop relationships with and
County of Hawau Planning guide Lead Solution Partners (LSPs) who have already committed to help
Deparmient Liaison
implement a specific action within the plan. New LSPs will also need to be
Alex Frost identified and encoura ed to oin in and commit to the rocess.
Hawau County Resource Center g j p
Liaison
Marlene Murray Plans are in the making for the first annual Downtown Hilo Town Meeting,
Recorder
tentatively set for May, 2007, so please mark your calendars. LSPs will have
the opportunity to share with the community their progress on specific actions.
Easy wins, or vision-friendly activities/ projects that were accomplished
during the year, will also be showcased.
The Town Meeting will also be an opportunity for the community to hear
about the plan's progress and make a commitment to help an LSP achieve an
action. It'll be a fun event!
Comm, No.~,~~
Ref. To:_
Ref. Uote
Envision Downtown Hilo 2025 -'Ike is Hilo
C/o Big Island Resource Conservation & Development Council 101 Aupuni Street Suite 229A Hilo, HI 96720
The EDH 2025 Vision Plan is also posted on the County of Hawaii Planning Department
web site athttp://www.co.hawaii.hi.us/plamling/edh2025.htm
and on a new County of Hawaii Lslandwide Community Planning web site at
http://www.hawaiiislandplan.com. Click on South Hilo to access the Downtown Hilo
Plan. At the second site, you can also access information about other ongoing planning
efforts on the Island of Hawaii.
Should you have any questions about the EDH 2025 Plan or consider yourself an
adventurer and want to be a part of this effort, please call Susan Gagorik at the County
of Hawaii Planning Department at 961-8288, ext. 256.
Most of all, we hope our story inspires you to become involved in your own
community's planning process.
Sincerely,
EDH 2025 Visionkeepers
May, 2006
Envision Downtown Hilo2025 -'Ike i5 Hilo
C/ o Big Island Resource Conservation & Development Covndl 101 Aupuni Street Suite 229A Hilo, HI 96720
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A COMMUNITY-BASED
VISION AND LIVING ACTION
PLAN FOR DOWNTOWN HILO
December 2005
By Beth Dykstra
For The Friends of Downtown Hilo Steering Committee
Prepared for
Hawaii Community Foundation
Hawaii County Planning Department
Hawaii County Council
Hawaii County Department of Research and Development
Big Island Resource Conservation and Development Council
ENVISION DOWNTOWN HILO 2025
lKE lA HILO
A COMMUNITY-BASED VISION AND LIVING ACTION PLAN
FOR DOWNTOWN HILO
By
BETH DYKSTRA
FOR THE FRIENDS OF DOWNTOWN HILO STEERING COMMITTEE
PREPARED FOR
HAWAII COUNTY PLANNING DEPARTMENT
HAWAII COUNTY DEPARTMENT OF RESEARCH AND DEVELOPMENT
HAWAII COUNTY COUNCIL
THE HAWAII COMMUNITY FOUNDATION
BIG ISLAND RESOURCE CONSERVATION AND DEVELOPMENT COUNCIL, FISCAL SPONSOR
THE PREPARATION OF THIS REPORT WAS FINANCED IN PART BY THE COASTAL ZONE
MANAGEMENT ACT OF ~ 972, AS AMENDED, ADMINISTERED BY THE OFFICE OF OCEAN
AND COASTAL RESOURCE MANAGEMENT, NATIONAL OCEAN SERVICE, NATIONAL
OCEANIC AND ATMOSPHERIC ADMINISTRATION, UNITED STATES DEPARTMENT OF
COMMERCE, THROUGH THE OFFICE OF PLANNING, STATE OF HAWAII.
THIS REPORT WAS PREPARED IN PART BY THE COUNTY OF HAWAII UNDER AWARD
NA04NOS41 9038 oR NA03NOS41 90082 (RESPECTIVELY) FROM THE NATIONAL
OCEANIC AND ATMOSPHERIC ADMINISTRATION, U.S. DEPARTMENT OF COMMERCE. THE
STATEMENTS, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ARE THOSE OF THE
AUTHOR(S) AND DO NOT NECESSARILY REFLECT THE VIEWS OF THE NATIONAL OCEANIC
AND ATMOSPHERIC ADMINISTRATION OR THE DEPARTMENT OF COMMERCE. FUNDS WERE
ALSO PROVIDED BY THE OFFICE OF PLANNING, DEPARTMENT OF BUSINESS, ECONOMIC
DEVELOPMENT AND TOURISM, STATE OF HAWAII.
g ~ „ HA1~tAtl CCtMMIlN1TY
`+9~ru~"
O~MtV 0/ M'•V
COUNTY OF HAWAII STATE OF HAWAII
'%'d:•w~
RESOLUTION NO. 192-05
Draft 2
A RESOLUTION ADOPTING THE "ENVISION DOWNTOWN HILO 2025: A
COMMUNITY-BASED VISION AND LIVING ACTION PLAN FOR DOWNTOWN HILO
(DECEMBER 2005)" AS A COMMUNITY VISIONING AND PLANNING PROCESS
THAT CAN SERVE AS A MODEL FOR THE COUNTY OF HAWAII.
WHEREAS, the Island of Hawaii is faced with a host of challenges that aze occurring on
the global and local level, including, population growth, rapid social and demographic changes,
economic shifts, creating a balance between preserving our natural resources and development,
among others, all which affect our communities' wellbeing and quality of life; and
WHEREAS, Downtown Hilo, valued for its small-town atmosphere, historic buildings,
and unique location between Hilo Bay, Mauna Kea, and Mauna Loa, is a special and vital part of
our Island community; and
WHEREAS, no community is irnmune to the challenges resulting from change and every
community can benefit from thinking strategically about its future; and
WHEREAS, in 2004-2005, the Friends of Downtown Hilo Steering Committee, a group of
volunteers, facilitated a community-based planning process to create a Vision and Living Action
Plan for Downtown Hilo; and
WHEREAS, a community visioning process takes community members through a defined
process to achieve a shazed vision of their future; and
WHEREAS, a creative community outreach effort was undertaken to promote a broad
level of public involvement in the planning process; and
WHEREAS, the process of creating a community vision for Downtown Hilo included
efforts to build leadership capacity, to encourage collaboration between government and
community, and to develop cotmunity partnerships; and
WHEREAS, the process engaged in to create this Community-Based Vision and Living
Action Plan can serve as a model for other communities in the County of Hawaii who wish to
develop a Vision for their community; and
WHEREAS, the newly drafted Plan entitled "Envision Downtown Hilo 2025: a
Community-Based Vision and Living Action Plan (August 2005)" is a result of the community's
considerable efforts; and
WHEREAS, implementation, which is a key element of the Vision process, is the next
phase where an EDH 2025 Implementation Committee will be formed.
NOW, THEREFORE, BE IT RESOLVED by the Council of the County of Hawaii that
it adopts the "Envision Downtown Hilo 2025 Plan" and that this document be used as a guide by
the County in its consideration of future development in Downtown Hilo.
BE IT FINALLY RESOLVED that copies of this resolution be transmitted to Mayor
Harry Kim, Planning Department Director Christopher J. Yuen, Planning Commission
Chairperson Fred Galdones, Depattrnent of Public Works Chief Engineer Bruce C. McClure, Parks
& Recreation Director Pat Englehazd, County Mass Transit Operations Administrator Thomas
Brown, Department of Environmental Management Director Bazbaza Bell, Department of
Reseazch and Development Director Jane Testa, County Civil Defense Acting Administrator
Lanny Nakano, Office of Housing and Community Development Housing Administrator Edwin S.
Taira, County Police Depaztment Chief Lawrence Mahuna, and County Fire Department Chief
Darryl Oliveira.
Dated at Hilo , Hawaii this 22nd day of November , 2005.
INTR DUCED BY:
i. 5
COUNCILER, CO T OF HA 'VAI`I
INT DUC ~
OUNCIL ME R, COUNTY OF WAI`I
COUNTY COUNCIL -ROLL CALL VOTE
County of Hawaii AYES NOES ABS EX
Hilo, Hawaii ARAKAKI X
HIGA X
[ hereby certify that the foregoing RESOLUTION was by HOFFMANN X
the vote indicated to the right hereof adopted by the COUNCIL of the HOLSCHUH X
County ofHawai`ion Nov mb r 22 2005
IKEDA X
ISBELL X
ATTEST: - IACOBSON X
PILAGO X
SAFARIK X
9 0 0 0
~'C~ Reference: C-495.8 /PC-43
COUNTY CLERK CHAIRMAN & PRESIDING OFFICER RESOLUTION NO. 192 ~ S
(DRAFT 2)
Envision Downtown Hilo
2025
'lke is Hilo
dedicated to
our Kupuna and our Keiki
with gratitude
k
~ and Aloha
"My dream for the future would be for Hilo to `My family has been in Hilo for over
remain the kind of community it has always been. " one hundred years, so l
m concerned
-Fred Koehnen, Age 85 about ifs future.
f"^ -Cameron McDanie% Age 9
Foreword
NEARBY 60 YEARS AGO, in April 1946, a 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. It 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 Nllo 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 aless-than-predictable future.
As we begin the 21st century, a host of new challenges -population growth, economic globaliza-
tion, depletion of natural resources, environmental degradation, a growing gap between rich and
poor -face local communities everywhere. Collectively, these "tsunamis of change" pose a far
greater threat than do the forces of water or fire. No community is immune io 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 Friends of Downtown Hilo Steer-
ing Committee have engaged the people of Hilo in envisioning a preferred future for their commu-
nity and developing a plan to make it happen. Through the Envision Downtown Hilo 2025 pro-
ject, hundreds of community members from all walks of life have come together to "talk story" and to
share their visions for a vibrant, inclusive, more sustainable Downtown Hilo.
As an advisor to Envision Downtown Hilo 2025, it has been my privilege to help guide Hilo's vi-
sioning process. More than any community I have worked with, Hilo's process has been "organic"
-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, you 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
w.
Executive Summary
Envision Downtown Hilo 2025, '/ke is Hi/o, is a Community-Based Vision and Living Action
Plan for Downtown Hilo. It incorporates six vision focus areas: Creating Economic Vitality; Preserv-
ing Our Environment; Strengthening & Sustaining Our Community; Enhancing Education, Culture and
the Arts; Promoting Health and Safety; and Managing Growth.
Envision Downtown Hilo 2025 (EDH 2025) began as a grassroots effort by interested citi-
zens, the Hilo Downtown Improvement Association (DIA) and a staff member from the County of Ha-
waii Planning Department. The group evolved into the Friends of Downtown Hilo steering Commit-
tee 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 in-
volvement 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 entities as the Living Action Plan be-
comes a reality.
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This document tells the story of how people came together to provide authentic input and
develop 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 collaboratively chart their future and it can
provide direction for government as they form new partnerships with the community. Although impos-
sible to capture all the exciting challenges and outcomes in a few pages, it is hoped that this docu-
ment communicates the positive energy and excitement that was harnessed through this community
effort.
Preface
The document that follows serves several purposes. It is a plan written for Downtown Hilo by
the community. It is a story about an organic, spontaneous community visioning process. It is a
model for other communities to follow when conducting their own visioning process. And it is the
platform from which implementation of the Living Action Plan will begin.
Part One contains the story. This 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 this
section belong to the Community.
The story, the process of Envision Downtown Hilo 2025, is just as important as the Plan itself.
The process was organic, 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 work of previous
community leaders and brings their work back into relevance. This plan recognizes the community's
collective obligation to be a steward not only of its own neighborhood, but of nearby neighbors
including the natural resources on which everyone depends.
Writing a vision for a land of superlatives is nearly impossible. There is an ineffable quality
to Hilo that can be conveyed only through experience. On the neighbor islands when people meet
someone from Hilo, they immediately smile and pause. Their countenance becomes contemplative,
peaceful; they may sigh. A common verbal response Is "I /ove 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 Hilo-is what they
see. Downtown Hilo is the very heart of Hilo; and all the citizens of Hawaii want to see the very
best for their beloved icon of Hawaii-the-way-it-used-to-be. It is Hawaii the way it should be.
The citizens of Hawaii Island have spoken and drafted 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 the
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
listen to them. Respect is what this vision is all about. And it is respectfully submitted by the people
of Hawaii.
TABLE OF CONTENTS
Foreword by Steven Ames i
Executive Summary ii
Preface iii
Table of Contents 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 13
Visioning with Steven Ames 16
The Road Show 20
Action Planning Workshops 22
Stakeholder Engagement 24
Easy Wins 26
Next Steps for Implementation 28
Lessons Learned 29
Some Final Words by Susan Gagorik and Alice Moon 32
Part Two-Envision Downtown Hilo 2025 '/ke io Hi/o 35
Overarching Vision 36
Shared Community Core Values 37
Focus Area Vision Statements 38
The Living Action Plan 43
Lead Solution Partners 82
Parking Lot 83
Appendix 84
The Friends of Downtown Hilo Steering Committee 85
The Road Show Schedule 86
Questionnaire 87
Questionnaire Results 89
Definitions 91
Acknowledgments 93
Resources 97
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PART ON E
DOWNTOWN HILO'S
VISIONING STORY
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2
Community Visioning Explained
The visioning process used for Downtown Hilo is based on the "Oregon Model of
Community Visioning" as featured in A Guide to Community ~'sioning: Hands9n Information for
Loca/Communities, published by the Oregon Chapter of the American
Planning Association (1993, 1998). Steven Ames, author of the Guide,
Visioning: A process through is the developer of the Oregon Model and has worked with numerous
which any community can communities across the U.S. as well as in Canada, Australia and New
envision the future it wants, Zealand.
plan how to achieve it, and
begin to implement it. Steven's Oregon Model of Community Visioning is similar to the
Through visioning, a commu- strategic planning process that businesses, government, and
Wily answers the following
questions: Where are we organizations use to assess effectiveness and to strategize goals. An
now? Where are we going? important difference is that in community visioning the entire community
Where do we want to be? must be involved, included, and on board. Steven Ames' Oregon
How do we get there? And Model of Community Visioning follows five basic steps. Each of the
finally,
Are we getting there? steps has three 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?" "Where 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
Step 1 Step 2 Step 3 Step 4 Sfep 5
Driving Question: Driving Question: Driving Question: Driving Question: Driving Question:
Where are we now? Where are we going? Where do we How do we get there? Are we getting there?
want to be?
Community Profile Trends Analysis Vision Statement Action Plan Implementation and
Monitoring
+
.xyY
Activity: Activity: Activity: Activity: Activity:
Collect Descriptive Collect Trend Consider Possible and Develop Goals, Implement the Vision and
Information Information Preferred Scenarios Strategies, and Actions Action Plan
End Product: End Product: End Product End Product: End Product:
Community Indicators and
Community Values Probable Scenario Community Vision Action Plan Matrix Benchmarks
Steven Ames Planning 8 2005 3
meetings, research, task force brainstorming, and identification of goals and actions through polling.
Any media available may be used. The process can 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
ideas make way to specific vision ideas. Themes, or focus areas, emerge and the community fine-
tunes its vision. Strategies are developed within each focus area from specific vision ideas, and the
community then develops a list of specific action ideas that fit each strategy. This becomes 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
for implementation.
The Oregon Model of Community Visioning is a flexible form of planning that anticipates
changes as the process progresses. A time frame of perhaps twenty years is given to allow 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 describes why Envision Downtown Hilo 2025 is referred to as a "living plan."
The foundation of a community's vision is its collective core values, and the community's W"
articulated vision must reflect those values. A successful visioning process is a painstaking one during
which every step is checked and rechecked by the community for authenticity through consensus.
Effective execution o4 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 in one voice, which serves to 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 from
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 had ever heard of Steven Ames or the Oregon Model of Community
Visioning.
4
Downtown Hilo Defined
W
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, feel the gentle breeze blowing in from the
bay, and gaze at the panorama of Downtown Hilo across the water. A ribbon of palm trees follows
the crescent-shaped black sand shoreline leading down the highway past canoe ha/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 let the peaceful feeling of timelessness take over.
The view of downtown 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:
In Hawaii, 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
downtown's official boundaries. This area is zoned and designated as the visioning, however, it is
important to define
`V Downtown Hilo Commercial District (CDH). The CDH District is a small project boundaries.
area of the City of Hilo which covers a vast area of the South Hilo District Exploring the boundaries
of the County of Hawaii. The plan area is bound by Hilo Bayfront, can be an action the
Ponahawai Street, Kapiolani Street and the Wailuku River. There are two community decides to
take on, and not the
sub-areas adjacent to the CDH District called the Pu'ueo sub-area and the vision steering committee.
Kukuau sub-area. These neighborhoods are considered transitional areas
into Downtown Hilo, and each area directly 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 will become 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 stall 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 Hawaii 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 entire State of Hawaii is in
and remain constantly aware of the bigger picture. A population with
the Coastal Zone Monagement
a history of self-reliance has learned to think about consequences and
(CZM) area. The SMA is identi-
innately knows the importance of respecting the earth and one's fled as an area from the shore-
neighbors. Lucky we live Hawaii-we are in the best possible line to a specific line inward
position to shape our future together. where any development in this
areo is reviewed for its impact
Downtown Hilo is a precious place. Its history, its mix of
on coastal resources.
cultures, and its physical beauty make it like no other place on earth.
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 ahupua a, and acknowledges
that what makes Downtown Hilo so special and unique is its inseparable relationship with Hilo Bay,
Mauna Kea and Mauna Loa.
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~~hVisionpo Timeline of Events
K'ntown tliio .,,J
~ 2025
aoa5
Vision for Downtown
Hilo is achieved!
January 2006
Celebration
December 2005 Kick Off Implementation
l~inalize Report
Recruit Implementation Committee
November 2005
County Council endorses Vision Plan
OcroberjNovember 2005
Submit Plan to Mayor Harry Kim and 'August/September/Ocrober 2005
C.ounq- Council for Endorsement Submit Vision Plan to Chris Yuen, Planning
Department Director and the
- -~5 - - Planning Commission
Comprehensive Action Plan Review
Team Meetings
Document is completed June 2005 mow.
Action Plan Review Team Meetings
Writer begins d<xument
May 21; 2005
Action Planning Workshop #2
Steven Ames - -
Apri122, 2005
Action Planning Workshop #1
Steven Ames
Rebruary, March, Apri12005
I Road Shows
l January 2005
Compile Vision
1>eeember
4, 2004-Workshop #4
Downtown Hilo Visioning and Planning
Workshop~Sreven Ames Ocrober 2, 2004-Workshop #k3
Downtown Hilo Community Visioning
Workshop -Steven Ames
Nlay7a~ 2dd4--Workshop #2
Building A Community Vision: A Living &
Dynaauc Plan for Downtown Hilo Mazch 22, 2004-Workshop #1
Gail Clark & Diane Gentry Downtown Hilo: Our Past, Present & Pumre
Cherie C. Enns
Visioning for Downtown Hilo Begins!
s
How Downtown Hilo's Visioning Process Began
Envision Downtown Hilo 2025 is the name of a grassroots community visioning project that
began on March 22, 2004, with the first in what was to be a series of community workshops. On
that day in March, however, workshop organizers and participants were unaware that they were the
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.
How It All Started: Workshop #1
Small Growth: An evolving group
The first community workshop featured Cherie Enns, a Smart of ideas about how to better
Growth lecturer and professor of geography at University College manage urban growth and
of the Fraser Valley, British Columbia, Canada. Cherie felt a developmern. Smarr growth
natural affinity for Downtown Hilo and made annual trips with her pnndples include housing and
students. Prior to her visit in the spring of 2004, Cherie contacted ttansportatlon choices, compact,
both the Hilo Downtown Improvement Association (DIA) and the walkable communifies, strong sense
County of Hawaii Planning Department (Planning Department) and of place and preserving open
generously offered to conduct a workshop on Smart Growth. spaces.
_ 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 hall style
of meeting, which would be co-sponsored by the DIA and Planning Department. Two sessions were
scheduled for Monday, March 22, 2004, at historic Central Christian Church on Haili 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 poster-sized maps of the
Downtown Hilo 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.
a su„„,
Both audiences that day participated enthusiastically and
~ ~ the organizers found that people were reluctant to leave at the
close of each workshop. A simple mapping exercise had
x
opened up discussion about 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 and what they could do to help. Workshop organizers
were energized by this positive response and decided that the
~ sae of workshop #t -Notch 22, 2ooa time was right for someone to take responsibility for keeping the
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momentum going. Something should be done with those poster-sized maps that were now riddled "1
with colored dots and covered with written comments. No one was sure what to do and how.
This begins Downtown Hilo's visioning story. It is a story about everyday people who came
together to shape their community's future. They were called upon to suspend their 21st Century
cynicism and to keep personal agendas in check. In return, they were guaranteed a safe place
where every voice was heard and every opinion was respected. In the spirit of consensus and
compromise, this Community-Based Vision and Living Action Plan 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 their children's future.
The Living Plan Emerges
Susan Gagorik 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 Mermel, Beth Dykstra, Scott Rogers, Michelle Sheehan, Alice Moon, and Susan Gagorik.
This debriefing meeting was the genesis of the steering committee later known as 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 committee brainstormed in
hopes of answering some very basic questions: What should be done with the community input they
gathered, and what would the next steps be? Community members made it known at the workshop
that they wanted to see the not-so-great features fixed and they wanted to see their dreams for
downtown realized.
Some of the group were familiar with the Hilo Redevelopment Plan approved by County
Council Resolution No. 59-85 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 organizations that were already developing
plans in a variety of mission-specific areas, including the DIA, Hawaii Island Chamber of
Commerce, Hilo 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 efficiently tapped. Everyone agreed that there was a need to continue to meet to grapple with
these issues before Downtown Hilo was overwhelmed by changing trends.
io
The group wondered if it were possible to change the way community and government
interact and work together. The term "living plan" describes the group's idea of a planning process
that adapts to 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 circular and ongoing process. The intent was to make community planning an important
part of civic life. There is power in a collaborative community/government planning process.
One of the common complaints heard at that initial community workshop was that there was
too much talk and not enough action. The group knew that afollow-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 facilitation 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 acommunity-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 must be implementation partners with government and other agencies.
Therefore, the second workshop was designed to accomplish both visioning and the beginning steps
of action planning.
Workshop #2 Open Space Technology is an approach to
conferences developed in the mid-1980s.
The second community visioning workshop was held on May I<ey Frmcipals.
24, 2004, in two 2'/z hour sessions. This participatory workshop ^Everyone who comes to an Open Space
conference must be passionate about the
on community visioning asked the question, What do we want
topic and willing to take some responsibility
Downtown Hilo to look like in one, five, or even fifteen years? far creating rhmgs our of that passion.
Diane Gentry and Gail Clarke led both sessions using Open-Space
Whoever comes is fhe right people,
Technology techniques. Participants brainstormed possible
categories, or focus areas, for the hundreds of vision ideas generated Whatever happens is the anythmgmat
at this and the previous workshop. They then divided themselves into `°uld h°ve.
small groups by these new categories. Some of the focus areas that Whenever it srarls is (he right time.
were identified included: when a s aver a is over.°
Beautification -wires, open Wailuku River, sidewalks
Hilo as a cultural gem
`vrr • Cruise ships -welcome, crafts, cafes, town squares
~ .
More public restrooms and parking < p~f~ .qq C,~ C
River and bay health l~~~IUI't`f'C~~~~t~~.
Business support-education about working in Down-
town and assistance for staying in business _
Safety issues and traffic -public transport, sampans,
parks, lighting, pedestrian access
Recreation -students, town square, special community ~ EiW~.rdi+s
ociivities (i.e. July 4'h) z~`~+
Hilo as a theme city-clock tower ~ '~`p~°eii°~f
Downtown housing and the homeless ~qy~
Incentives for landowners, dilapidated buildings, code ~p~
changes -Awe ~fF'M
Sustainability
• 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 bono hours to help them. In their excitement, the group had
miscalculated by jumping prematurely into action planning. The volunteers decided to use this
Vna!f~E`
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experience as a lesson and to turn disappointment into resolve. They realized in retrospect that
despite their own disappointment, the community was still excited. In addition, the ideas generated
validated the results gleaned at the first workshop. Approximately 71 members of the public made the
effort to attend this workshop and they expected a next step.
Between the May 24, 2004 workshop and the third workshop in October, the group took
four months to take the steps necessary to ensure that this would not be another exercise in futility.
Forming the Friends of Downtown Hilo Steering CommiHee
Development of the steering committee is an important part of this story. Committee
volunteers joined in a revolutionary way-they decided to operate in as grassroots a manner as
possible, despite the organizational difficulties 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
`w not articulate that to themselves? Finally, after stumbling in their attempts to define what they were
trying to accomplish, the committee received the invaluable help of Jane Testa, Director of the
Department of Research and Development for the County of Hawai' i.
Jane led the committee through an eye-opening strategic planning Mini Lesson Learned:
session on June 14, 2004, that eventually led to a committee name-
Friends of Downtown Hilo Steering Committee, a mission statement, and In the early formative stages,
an enormous time commit-
values and philosophy. ment will be required from
The lateral nature of the Friends of Downtown Hilo Steering steering committee members.
Committee (FDHSC) presented challenges; however the group decided
to proceed through collaboration and consensus. At times decision-
making became time-consuming and confusing, and balancing
discussion and action was challenging. Electronic communications came fast and furious.
Discussions that took place at two- to four-hour 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
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Mission ,,,,.J
The mission of the Friends of Downtown Hilo Steering Committee is to facilitate the
process of building aCommunity-Based Vision and Living Action Plan for Downtown Hilo.
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 all stakeholders.
Each member is willing to leave 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 liaison. Susan Gagorik was given the title County Planning
Department Liaison. Alice 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 first two workshops and organizing their own roles, these volunteers found that they
had to teach themselves new skills and tackle jobs normally left to professionals. 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 line, and logo design
selection process. Through those meetings the FDHSC members had to develop skills or else find
community members with skills in public relations,
grant writing, facilitation, Web site development, Capacity Building: A process that empowers
graphic design, database development and people to plan for the future, address issues, and
management, project management, and public manage and solve problems.
speaking.
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The hard work proved to bean 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:
Community Liaison:
• Ensures that the project is in keeping with Mo' BeRah Together grant requirements.
• Serves as point person with Planning Department Liaison.
• Assists in moving FDHSC toward achieving its Mission.
• Presents Community-Based Vision and Living Action Plan to Planning Department 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 funding requirements.
• Serves as key liaison with guest facilitators, trainers, and speakers.
• Works closely with the FDHSC Community liaison to ensure that community involvement is an
integral part of the vision process.
FDHSC Meeting Facilitator:
• Ensures that FDHSC meetings run smoothly and agenda items are addressed.
• Practices and receives training for developing leadership skills.
FDHSC Subcommittees and their responsibilities: Hospitality: Coordinate donations for refreshments
at all community meetings; schedule meeting venues
Promotions: media relations; press releases; public and make appropriate audiovisual equipment
service announcements; Road Show schedule; Web arrangements, facilitation accessories; oversee
site development; management of stakeholder and public welcome and workshop registration; 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 projects' criteria for community involvement; conduct post-
progress. workshop data assessments; review all evaluations
and lessons-learned to improve successive
Roadmap: Maintain timeline of all meetings, workshops.
workshops, deadlines, task lists and itineraries.
Ad Hoc Subcommittees: Name, Tag Line, Logo
is
Funding
The Friends of Downtown Hilo Steering Committee decided to stay as close to the ideal of a
grassroots organization as possible, and one thing that everyone agreed upon was to avoid
becoming an entity that concentrated more on grant searching and reporting than on fulfilling 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 two community workshops and
dozens of steering committee meetings with no money. Working with the Big Island Resource
Conservation and Development Council as a 501(c) 3 fiscal sponsor, FDHSC was awarded a
$16,000 Mo' Bettah Together Grant from the Hawaii Community Foundation on October 13,
2004. On October 21, 2004, FDHSC was awarded $24,196.73 in Coastal Zone Management
(CZM) Funds from the County of Hawaii Planning Department. 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 it 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
develop that picture before any plan could be written. The M`"' tf
community was waiting for afollow-up meeting, and the ~a
7_
~ ..-rah.
steering committee felt the burden of responsibility. The process
was toking longer than planned, but something this important 3
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 unnamed process grew to overwhelming
proportions. Through Internet searching and subsequent
telephone calls, the FDHSC connected with Steven Ames in
Portland, Oregon. The committee knew that Steven's expertise
was just what it needed. A grant application 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 Hilo to
give the FDHSC some much needed expert help. Steven hit the ground running when he arrived in
Hilo on September 29, 2004.
Workshop #3
Steven advised the committee that it needed to set a project timeframe and also that it
needed a public marketing edge, something that the public could immediately identify. The
16
committee needed to come up with a name and a logo for the visioning project as quickly as
possible. Hours of meetings were spent on those tasks alone. A subcommittee took the time
necessary to consult Hawaiian teachers in an effort to create a tagline that was as close to a literal
translation of the new slogan as possible. This subcommittee also discussed symbolism with these
teachers to come up with a logo. No steering committee member had graphic art or fine art
experience, and this obstacle delayed development of a logo until the assistance of a graphic artist
was enlisted. At least for the upcoming workshop, the committee had a slogan, Hawaiian tagline,
and a timeframe-Envision Downtown Hilo 2025 '/ke i6 Hi/o.
FDHSC reviewed the Oregon Model of Community Visioning with Steven and discussed
ways to integrate the valuable information gathered at the first two 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
those two missing pieces and would provide the community a third opportunity to contribute thoughts
to the driving questions asked at previous meetings: Where are we now and where would we like to
be? In addition to preparing an agenda for the community workshop, Steven advised the committee
that two ancillary activities were equally vital to successful visioning: (1) focal 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 lucky 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 broad planning process such as this. Strategic planning with a
board of directors or facilitation of amission-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 Behind-the-scenes
in community visioning is an infinite number of opportunities to stall, hard work:
derail, or halt the process. It bears repeating that visioning appears All events required
deceptively easy. It is in fact very difficult. meeting rooms, invita-
tions, flyers, telephone
A seemingly straightforward plan to hold a third community calls, press releases,
workshop became three separate events. On September 30, 2004, pules, refreshments,
Steven addressed Hawaii County representatives and employees. He easels and pads, pens,
showed how this form of community-based planning worked in other leis, handouts designed,
printed, collated; name-
communities and how it could be implemented in Hawaii County. On s si n in sheets;
tag ~ g -
October 1, 2004, Steven conducted community visioning facilitation evaluations; clean-up
training for facilitators who volunteered to assist the FDHC and also for crews; and facilitator &
other facilitators interested in the process. On Saturday, October 2, steering committee de-
2004, asix-hour community workshop was held at a packed Aupuni briefing meetings.
Center Conference Room, and the community began to draw its vision
\r. for Downtown Hilo.
v
Students from Hawaii Community College
began the workshop with an opening pu/e, and Billy
Kenoi, of the Mayor's Office presented an energetic,
local-style welcome to the community and to Steven
Ames. Fred Koehnen and Bill Moore provided
perspective in their "Voices of Hilo" presentations, with
Fred bringing tears to the eyes of many when he talked
about how important Downtown Hilo has been to him.
Avery brave 9-yearold Cameron McDaniel added
another perspective by reporting what his classmates at
Connections Public Charter School liked and didn't like
about Downtown Hilo and what they would like to see
If ~ i, in 2025. Steven explained his Oregon Model of
£ i 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 Arfs; Promoting Health and Safety; and Managing Growhh. 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 top three answers to each driving question. Toward
the end of the workshop each group facilitator presented their group's work to the entire audience.
The audience quickly picked up on an interesting trend with each
report. The results were astounding-it made for a true "Aha!" Mini-Lesson Learned: Not everyone
moment. Somehow, each group, from focus areas as disparate feels comfortable speaking up in
as the economy, the arts, health and safety, community, and Public. Give workshop participants
the opportunity to express their
growth management, came up with startlingly similar results. It
thoughts privately
was important to all fo preserve and respect the Hawaiian culture.
The bay was important to all groups, so were 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 reasons for listing that. Adequate parking,
dilapidated buildings, and unkempt vacant lots were toward the top of everyone's lists.
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
reasoned that no matter where they were assigned, participants came with their own agendas and
Is
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
rare moments when almost 100 people from all different cultures, ages, economic and educational
backgrounds felt joined by their shared values and visions. This moment defined the organic growth
of Envision Downtown Hilo 2025.
Workshop #4
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 www.hilo2025.org 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. Community Workshop #4 would produce the
" community's shared vision for Downtown Hilo 2025 and would become the basis of the Living
Action Plan. The Workshop Content subcommittee drafted a vision idea matrix, which broke down
the vision ideas for each focus area.
The fourth community workshop took place on December 4, 2004, at the University of
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 previous workshops by polling its
top vision ideas and by adding new ideas to the
matrices which had been reproduced on large
easel ads. As in revious worksho s, ublic in ut ' #r,
P P P P P `
was recorded on these large easel pads and also , ;~''y
'
on private evaluation forms. Finally the community
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19
had an opportunity to hear reports of "easy wins," which are short-range doable actions already in '"'1
process or completed. A team of writers composed the draft overarching vision and presented it that
day to the community.
Members of the steering committee hod an overwhelming amount of information to
consolidate, classify, and interpret after the previous workshops, and after this fourth workshop, they
felt completely buried. The committee's task was to finalize the values and vision statements, and
immediately begin planning two separate but back-to-back stages of the process, the Road Show
and the Action Planning Workshops.
The Road Show and Questionnaire
The FDHSC recognized 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 (see Appendix for schedule). 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 member Jeri Gertz. Jeri and her young Dynamos took their song-and-dance act literally
on the road. Jeri penned lyrics to a new version of the song "Downtown" and another Hilo star
Cheryl "Quack" Moore recorded the accompaniment.
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` .Y aU z~_` 1 ~ pt v v~
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20
r`"'"'' 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 Hilo 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 to make it better
How can we lose? The vision grows brighter when
We know we're working together In any kine weather for
Downtown!
Think 2025....Downtown!
Hilo can really thrive...Downtown
The FDSC developed a questionnaire (see Appendix) that prompted each user to select his or
her top five vision ideas in each of the six Vision Focus Areas. Time was allocated during each Road
Show presentation for the completion of the questionnaire and the Hawaii Tribune-Hera/d inserted
the questionnaire in one edition which reached over 9,000 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 partners, and publicized upcoming Action Planning Workshops. A
tally of the results from the 725 questionnaires that were returned can be found in the Appendix.
zi
Action Planning Workshops Action Plan: How a
community intends to
Preparing for the Action Planning workshops required even more hard work a«ive at its vision step-
on the part of the FDHSC and the workshop participants. FDHSC's Workshop by-step over time.
Content Subcommittee analyzed all the polled vision ideas that had come out of the
previous workshops, Road Shows, and the questionnaires. The subcommittee then reworded the
vision ideas into strategies. For example, one of the community's top vision ideas for Focus Area 1 -
Creating Economic Vitality, was that there would be a variety of transportation services bringing
consumers Downtown. This vision idea was rephrased as a strategy, or a means to creating
economic vitality: Strategy 1.1 -Increase access to Downtown Hilo through a variety of
transportation services. At least 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 strategy happen. As time permitted
during the small group discussions, participants would list the key partners and organizations that
each action item would require for implementation.
Two Action Planning 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 Directors. The Friends 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
"This is where everything hits Draft Living Action Plan. The task was not reserved only for the
the road...it challenges the
commm~iry to come up with Steering Committee.
ideas, take ownershipojthem, Finalizing the Draft Living Action Plan required two Action
and implement them."
Planning Workshops, six Focus Area Action Plan Review Team (APRT)
-.lames Leonard meetings, and two Comprehensive Action Plan Review Team
Facilitator, Comprehensive
Action Planning Review Team gatherings over a three month period. James Leonard and Jiro
Sumada 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 supporting partner and every existing
resource. The community members who participated in this stage of visioning committed 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
zz
y meeting. Along with James Leonard and Susan Gagorik, Marlene translated the data into a usable
matrix. Steering Committee members are in the process of contacting the action partners to confirm
their commitment. The action plan is not a prioritized action plan. The expectations of our lead
solution partners are not high-level expectations. It is hoped that they will integrate these actions into
their own strategic goals as resources allow.
5 VISION FOCUS AREA: Promoting HeaRh and Safety ~ Vision Focus urea
STRATEGY 5.2 Establish a comprehensive plan to make downtown safe aM irniting. One way to make Vision happen
OpporWnRles: A well planned package to take care of public restrooms, coveredsidewalks and transitional housig; Plan will make tt
easier for above to happen; Address air traffic pattern; Use public broadcasting; sgnage to bathrooms; help homeless;
encourage businesses Brainstorming by
Constraims: Resources and time); No Aloha when driving; Downtown compact-no room to do new things; ~ Action Plan Teams
Zoning (curtent) regulatiore; expensive porla-toilets; lack of police staffing; need to change status quo in Police Dept; attecls illeg
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Develop accessible, clean, County P & R, DIA, Partners Market
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Develop a comprehensive DIA, DPW Downtown Busi- Antique lights
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including alternative tech- HELCO (Guidance),
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Investigate and establish DPW, DIA AIA, Landscape Downtown Hilo
sidewalk standards that ArchttecLs, ADA Redevelop-
promote saferyand ment Plan
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Other people Has this been
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needed to make agencies that can and groups before ~ portion of Action Plan
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strategy happen action (do the in this specific where else?
action
23
Stakeholder Engagement
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 and feel
empowered enough to own it. The issue of defining stakeholders, finding stakeholders and reaching
all stakeholders was one of the biggest challenges and the highest priority the Friends of Downtown
Hilo Steering Committee had to face.
Downtown Hilo is a mixed-use community. Many stakeholders, if not most stakeholders,
actually live 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 included eo le who Workshop and Number of Participants
p p who signed in
live, work, and play Downtown. Secondary stakeholders Workshop#1 (both sessions) sa
included transient residents, tourists and neighboring Workshop#2 (both sessions) 7l
communities that will be affected by the action plan. Government Workshop 3a
Facilitators' Training 69
To reach such an extensive list of stakeholders is a Worksno #3 eo
P
huge task and one that the Steering Committee did not Workshop #a ss
take lightly. They were well aware that the competition Road ShowQuesdonnairesreturnedoutof ns
for the community's time and interest was stiff. This family approximately 10,000 distributed
town juggles work, school, church, civic clubs, soccer Acdon Plan Workshop #I sa
games, holiday craft fairs, charity walks, SCh001 fund- Action Plan Workshop #2 6l
raisers, and a myriad other activities; as if the lure of the Focus Area Action Flan Review Team Meetings as
beckonin beach on a Bunn da was not corn etition Comprehensive Action Plan Review Team is
9 y y p Meeting#l
enough. Considering all this, the FDHSC did a Comprehensive Attion Plan Review Team 18
remarkable job of reaching the public. Meeting#z
Tonl 1,296
FDHSC took great care to 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 Hilo. 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 workshop. 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 conducted in a broad community-wide level, and the primary stakeholders included the entire
community. When It came fame for action planning however, potential lead and supporting partners
became the primary stakeholders. They were charged with developing the action plan that would
w,,
24
carry out the community's vision. These lead and supporting partners will be part of the teams that
will 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. Information 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.
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25
Easy Wins = ~
The community's Easy Win reporting has been one of the causes for celebration during this
arduous 15-month visioning process. Easy Wins make visioning come alive and dispel the myth
that visioning is just talk with no action. Indeed the ripple effect of doable action steps is already
noticeable. Some of the community's vision ideas that floated to the top and became Living Action
Plan Strategies or action steps during the workshops included ideas such as more recycling options,
cleaning up the Wailuku River, promoting a more visible police presence, and promoting
Downtown Hilo more to the wider Hilo community to name just a few. 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 mesh 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 Wainaku Street, and the third phase finishes the project from
Wainaku Street to Reeds Island. Steve and Jim are developing a master plan with the assistance of
landscape architects Leonard Bisel 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 Dixon. 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
26
Moon writes the column with input from Mary Ann Wanush, Executive Director of the Hilo
~"r Downtown Improvement Association and many informants or "people on the street" reporting events,
activities, and businesses coming and going.
Police Presence: Aker Downtown's Community Police office was removed from Mo'oheau
Bus Station, the entire Downtown 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 initiatives and activities in the works whether driven by visioning or not.
This activity was certainly one of the community's visions and no sooner than the community spoke
and it was done.
Pu'ueo Community Association: One of the FDHSC's 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 meetings 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, but
because what happens in Pu'ueo will affect Downtown Hilo, the project is linked to the shared
community-based vision for Downtown Hilo. This Easy Win is an excellent example of the power of
capacity-building. Using the knowledge and experience she obtained by volunteering with the
FDHSC, Anita has become the catalyst ,
for positive change in a neighboring e ~ i
community. And the ripple-effect will "
~
continue. F,
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27
Next Steps for Implementation
Prior to the publication of this Community-Based Vision and living Action Plan, the FDHSC
began paving the way for a new group of citizen leaders to take over the implementation phase of
Envision Downtown Hilo 2025. Anew vision implementation group will be established to provide
oversight in the implementation of the strategies and actions that were identified in the visioning
process. These voluntary members will come from o wide range of stakeholders, including
representatives of the Living Action Plan's Lead Solution Partners (four slots), members of government
agencies (three slots), Downtown Hilo property owners (two slots), Downtown Hilo business owners
and other community leaders (four slots), DIA representatives (two slots), and FDHSC representatives
(two slots for cone-year transition only.)
Members will 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. Each member may be appointed to a two year fixed 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 group will facilitate and track the implementation process with the EDH 2025 lead
Solution Partners. There should be 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 group convenes, several important decisions will need to be made to guide the
implementation process. Responsibilities 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 the community.
zs
lessons learned
~
Envision Downtown Hilo 2025 began before anyone involved had a chance to
methodically plan the process. The volunteers who facilitated this effort found themselves in a
perpetual state 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 an extended time frame and stresses a volunteer steering committee to its
limits. An all volunteer group cannot sustain an effort like this 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 most 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 EDH 2025:
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/d
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 committee members will develop and agree to abide by meeting
ground rules that are clearly posted at each meeting.
Decide how new members will be recruited. Remember that when adding a new member
midway into the process, that member will need orientation and enough education to get up to
speed.
The steering committee role is facilitative; the vision will be the community'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 committee 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 committee members who resign with written letters or certificates of
appreciation.
29
Steering Committee Structure: Determine committee structure (or lack thereof), assign key
leadership roles, and form subcommittees. Volunteers can be recruited on an as needed basis for
specific subcommittee tasks.
Staff: Secure the services of a seasoned recorder right away. The recorder has perhaps the most
important role in the entire process.
Steering Committee Meetings: 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 all 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 Development: 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 planning, community buy-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.
Funding: 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 different sources as possible to promote the collaborative nature of the
visioning process. Strive for financial transparency. Identify a Finance Chair who will establish
credible bookkeeping and cash handling procedures. Acknowledge donors and sponsors publicly
and also with personal notes of appreciafion.
Marketing: Try to get your message out in a variety of ways to reach all stakeholders. Create a
name, tag line, and logo early on to 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 Wins" 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 authenticity to the process.
• Select venues appropriate for accomplishing workshop outcomes. Make accommodations for
participants with special needs. Move to different venues to attract new people. Atmosphere is
30
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! The visioning may take one to two
years. To keep the momentum going, have mini-celebrations along the way.
Action planning must include a mechanism for outreach to and input from the community.
When analyzing 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
the 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 recognizes 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 development,
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 FUNII
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31
Some Final Words
By Susan Gagorik and Alice Moon
Now that you've read our story, get ready for the results of thousands of hours offered up by
hundreds of people: The Community Vision and Living Action Plan. Just os 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, Envision Downtown Hilo 2025 is still taking an indescribable amount of
energy and commitment from many dedicated people. It takes a tremendous amount of work to be
a community-based effort yet it is work well worth the tremendous effort. This effort has helped us
identify what is valued most in our hometown: our stunning view planes that extend from the ocean
to the mountain, our diverse culture, art and history, and our small town atmosphere.
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 minds. We've seen old things
revitalized and 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
Beautification 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 much hope for the future even though we
probably won't see all 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
energized when you are about to give 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 and 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.
32
3. We did not impose Smarf Growth principles on this process. We were happy to
discover that our community values and vision ideas happen to align with Smart 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 those guiding the process (your steering committee) is
extremely important! At times we found ourselves wiped out and near exhaustion. Pace
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 future. It is not
the only way nor is it a perfect way. However, what we gained from this process is that if
communities want to grow "smartly," we need to pay attention to the planning process. By 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 always 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 to 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...
.
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33
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This page intensionally leN blank.
34
PART TWO
Envision Downtown Hilo 2025
'lke is Hilo
A Community-Based Vision and
Living Action Plan for Downtown Hilo
35
1 ~
t
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.
..Is 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.
...Is synonymous with the spirit of Aloha, a community that celebrates its unique
character, rich heritage, generational values, and vision for the future. Our hometown,
Downtown Hilo, is a welcoming neighborhood like no other-a wonderful place to
live, work, and play.
~
36
~ ~ ~s
We believe that the following values reflect the unique character of our
community and the qualities we seek to sustain and enhance as we move into 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-its 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 its physical environment, sense of community,
friendliness, and spirit 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:
We value the multi-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 our diverse, locally-based
economy to provide opportunities for employment to all our community.
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 beneficial ties between our community and our
university and community college. We strive to maximize our connection with
international diversity.
37
rea Vision St ~
ate
cus me
o n
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 Hilo 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 remains the beautiful, friendly
and lively town it is today-unlike 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 Homakua
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 is 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 recycling
program keeps the streets litter-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 in the sun inviting ~
38
- paddlers, surfers, and fishermen to enjoy Hawai'i's clean, protected waters. The Hilo Bay-Wailuku
River Shoreline Park & Trail provides a scenic expanse for walking, biking, jogging, picnicking, and
other activities. The views from downtown persuade people to slow down, relax, and enjoy the
natural beauty around them. Residents and visitors give this fragile environment a profound respect.
Preservation of its natural and historic resources is a priority that makes Downtown Hilo a special
place like no other.
3 Strengthening and Sustaining Our Community
In the year 2025, Downtown Hilo is synonymous with A/oho. 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 family-friendly
community with a variety of youth-centered activities and ongoing programs that
support lower-income households. A popular public square serves as the
gathering place for residents and visitors of all ages who come to enjoy
downtown's beautiful parks, theaters, museums, galleries, 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 civic
participation and personal responsibility. Downtown Hilo reflects the beauty, history, and spirit of
A/oha 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 all
its visitors. The community demonstrates its values through generous financial
support of culture and the arts. Public funding through government programs
assist where private donations occasionally fall short and assure that
downtown's artistic and cultural community remain active and relevant.
Downtown's existing museums and 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
39
interpretive plan for downtown, identifies significant sites and leads even the most casual visitor to
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 into
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, wealth 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
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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 walking
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. ~,,,i
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The Living Action Plan
I Creating Economic Vitality
Strategy 1.1 Increase access to Downtown Hilo through a variety of transportation services.
Action l .l 1 Expand Hele-On routes and stops.
Action l .l 2 Expand tour bus loading, unloading, and parking areas.
Action l .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 from Wailuku River to Suisan
Bridge with projects such as a boardwalk.
Strategy 1.3 Develop new diverse commercial 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.I.D.) 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 Ho'olaulea, 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 Hilo.
Action 1.54 Support the development of new festivals and events, such as the
Agricultural Festival and Expo in Downtown Hilo.
43
Strategy 1 .b Develop a permanent major attractor in downtown to increase the number of visitors.
Action 1 .bl Conduct a feasibility study on major attractor. .,~J
Action 1.62 Develop a Hula Museum.
Action 1.63 Develop an amphitheater on the Hilo Bay Waterfront.
Strategy 1.7 Promote Hilo as a globally recognized producer of unique foods, arts, crafts and
other products.
Action 1.71 Establish a permanent Farmers Market in Downtown.
Action 1.72 Develop partnerships to promote unique food, arts, crafts, and
locally grown products in Downtown Hilo. (festivals; Ag Expo; PR)
Action 1.73 Develop and promote marketing campaign for Downtown Hilo.
2 Preserving Our Environment
Strategy 2.1 Develop a Wailuku River Park and Trail connecting to Downtown.
Action 2.1 1 Develop a pilot clean-up project to increase visibility of the
Wailuku River.
Action 2.12 Review existing landscape design plan and/or develop a new plan,
to include consideration for connecting bikeways, paths, or lanes. ~
Strategy 2.2 Protect significant view corridors, Induding views of Mauna Kea, Mauna Loa, the ~
Hamakua Coast, and the ocean.
Action 2.21 Establish a photo inventory of existing view planes and other
relevant databases.
Action 2.22 Establish a committee to review existing building height limitations 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 pollution-free state.
Action 2.41 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 2.42 Develop a comprehensive drainage and flood abatement system
w~,„, for downtown.
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 2.5 Beautify Downtown Hilo through landscaping, plantings and related improvements.
Action 2.51 Create a comprehensive landscaping plan for Downtown Hilo.
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 3.12 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 Hilo'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
`r homeless community.
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4 Enhancing Education, Culture, and the Arts ''1
Strategy 4.1 Support new and existing educational programs and activities focused on Downtown
Hilo's unique cross-cultural heritage, environment, cultures arts, and institutions.
Action 4.1 1 Develop a coordinated effort of community 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 historic preservation potential.
Action 4.22 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 our community-centered library in Downtown Hilo.
Action 4.31 Conduct a feasibility study to enhance Downtown Hilo's library
facilities. `.~r?
Action 4.32 Explore options to expand library parking and accessibility to public
transportation.
Action 4.33 Promote greater library participation in community events and
activities.
5 Promoting Health and Safety
Strategy 5.1 Develop and put in place a comprehensive all-hazards preparedness and
prevention plan for Downtown.
Action 5.1 1 Develop an evacuation plan for businesses and facilities in
Downtown.
Action 5.12 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.
46
Strategy 5.2 Establish a comprehensive plan to make Downtown safe and inviting.
Action 5.21 Develop accessible, clean, and safe public restrooms in
Downtown.
Action 5.22 Promote a more visible police presence in Downtown.
Action 5.23 Develop a comprehensive street lighting program including
alternative technologies for Downtown. (e.g. photovoltaic)
Action 5.24 Investigate and establish sidewalk standards that promote safety
and comfort.
Strategy 5.3 Promote apollution-free downtown (noise/air/water/litter pollution).
Action 5.31 Improve trash pickup in Downtown.
Action 5.32 Create a Malamo ika Aina Program to promote and educate the
need for increased recycling and for 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 dropoff 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 program to install curb cuts in Downtown sidewalks.
Action 5.42 Investigate and communicate information regarding universal
access.
6 Managing Growth
Strategy 6.1 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 vehicle-
free days.
Strategy 6.2 Develop and implement a comprehensive plan to provide adequate parking in and
near Downtown Hilo. (coordinate with action 2.31)
Action 6.21 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 Hilo's existing geographic boundaries for
possible revision.
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Action 6.32 Evaluate EDH 2025 Action Plan and its consistency with "smart ~
growth" principles.
Strategy 6.4 Preserve Downtown Hilo'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)
Action 6.42 Research historic preservation status and incentives for a designation
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 choices available to all income
groups.
Action 6.51 Research, develop and publicize incentives for developers to provide
housing in Downtown Hilo.
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Acronyms
The complete Action Plan worksheets are included in HOFA: Hawaii Organic Farmers Association
the following pages. Abbreviations and acronyms are HSTA: Hawaii State Teachers Association
used in the worksheets and a glossary of these HSTAR: Hawaii State Retired Teachers Association
acronyms is provided below: HTA: Hawaii Tourism Authority
HVCB: Hawaii Visitors and Convention Bureau
AAUW: American Association of University Women JCC: Japanese Chamber of Commerce
ADA: Americans with Disabilities Act KIA: Kanoelehua Industrial Area Association
AIA: American Institute of Architects KSBE: Kamehameha Schools Bishop Estate
AM&C: Alice Moon & Company (private business) NCL: Norwegian Cruise Line
BIRC&D: Big Island Resource Conservation and OHA: Office of Hawaiian Affairs
Development Council OHCD: Office of Housing and Community
BNB: Big Island Visitors Bureau Development
CDH: Commercial District P & R: Department of Parks & Recreation, County of
COH: CounlyofHawai'i Hawaii
CTAHR: College of Tropical Agriculture and Human PATH: People's Advocacy for Trails Hawaii
Resources PD: Planning Department, County of Hawaii
DBEDT: State of Hawaii Department of Business, ~ United States Post Office
Economic Development and Tourism PTSA: Parent Teacher Student Association
DCAB: Disability and Communication Access Board R&D: Department of Research and Development,
DCCA: Hawaii State Department of Commerce and County of Hawaii
Consumer Affairs RPTD: Real Property Tax Division; Hawaii County
DEM: Department of Environmental Management, RSVP: Retired Senior Volunteer Program
County of Hawaii SBA: Small Business Administration, Federal Agency
$BDC: Small Business Development Center
DIA: Hilo Downtown Improvement Association
DLNR: Hawaii State Department of Land and SHPD: (Department of Land and Natural Resources)
Natural Resources State Historic Preservation Division
DMV: State of Hawaii Department of Motor Vehicles UHH: University of Hawaii at Hilo
DOE: State of Hawaii Department of Education WAG: Hilo Bay Watershed Advisory Group
DOH: State of Hawaii Department of Health YMCA: Young Men's Christian Association
DOT: State of Hawaii Department of Transportation YWCA: Young Women's Christian Association
DPW: Department of Public Works, County of
Hawai' i
EDH 2025: Envision Downtown Hilo 2025
EHC Counal: East Hawaii Cultural Council
FDHSC: Friends of Downtown Hilo Steering
Committee
FEMA: Federal Emergency Management Agency
GIS-UHH: Geographical Information System,
University of Hawaii' at Hilo
HAWCC: Hawaii Community College
HCC: Hawaii County Corrections
HCEOC: Hawaii County Economic Opportunity
Council
HELCO: Hawaii Electric Light Company
HICC: Hawaii Island Chamber of Commerce
HIEDB: Hawaii Island Economic Development Board
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Lead Solution Partners (Number of actions)
1. Hilo Downtown Improvement Association * 35. Big Island Resource Conservation
(32j and Development Council (1)
2. County Deportment of Public Works * (18) 36. Bike Systems Advocates * (1)
3. County Planning Department * (8) 37. Connections Public Charter School * (1)
4. Hawaii Island Chamber of Commerce (8) 38.County Fire Department (1)
5. County Parks & Recreation Department * (b) 39. Keith De La Cruz * (1)
6. County Department of Research & 40. Destination Hilo (1)
Development * (b) 41.Disabilities Rights Hawaii (1)
7. Hawaii Island Economic Development 42. East Hawaii Coalition for the Homeless (1)
Board (b) 43. Hawaii Visitors and Convention Bureau (1)
8. EDH2025 New Implementation 44. Historic Hawaii Foundation (1)
Committee * (5) 45.Kanakoole Foundation (1}
9. County Mass Transit (4) 46. Keep Hawaii Beautiful (1)
l O. County Department of Environmental 47.Merrie Monarch (1)
Management * (4) 48.Moku o Hawaii (1)
1 1. Lyman Museum * (4) 49. George Naope (1)
12. State Department of Land and Natural 50. Mike Silva (1)
Resources (4) 51. State Department of Transportation (1)
13. Alice Moon & Company * (3) 52. UHH Art Department (1)
14. County Civil Defense (3) 53. UHH College of Hawaiian Language (1)
15. East Hawaii Cultural Council * (3j 54. UHH Geography Department (1) „Y,,,
16. Hilo Public Library (3) 55. UH-Hilo (1)
17. State Department of Education (3) 56. Workforce Development Board (1)
18.UHH College of Business & Economics (3)
19. Watershed Advisory Group * (3)
20.ARC of Hilo (2)
21 .Big Island Visitors Bureau (2)
22. Community Alliance Partners (2)
23. County Office of Housing and Community
Development * (2)
24.County Police Department (2)
25. Friends of Hilo Public Library (2)
26.Hawai'i Tourism Authority (2)
27. Palace Theatre (2)
28. Recycle Hawaii * (2)
29. Pacific Tsunami Museum (2)
30.Wailuku River Walk Steering Committee *(2)
31.YWCA (1)
32.AAUW (1)
33.A1a Kai Realty, Co. (1)
34. Barbara Andersen * (1)
* Commitment secured from these partners
az
The living Action Plan "Parking lot"
~ ~
The Envision Downtown Hilo 2025 plan is a living
plan, evolving and growing with the community. This page is
specifically for your notes, including trends, observations,
comments and any actions you would like to see which may
have an impact on Downtown Hilo and this Community-Based
Vision.
Below are a few examples:
• The Super Ferry
• Mauna Kea Discovery Center
• University of Hawaii at Hilo Pharmacy School
• Rising gasoline prices
• Lobby and improve technology of gas pumps to reduce fumes
• South Hilo Landfill closure
4
~Ir' •
83
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A P P E N D I X
The Friends of Downtown Hilo
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
Poll Steering CommiHee Members:
Tom Brown
Beth Dykstra
Jeff Frankhouser
Taj Gunther
Peter Heffron
Zendo Kern
Jeffrey Mermel
Scott Rogers
William Schaefer
Writer: Beth Dykstra
~rr
es
The Road Show Schedule
February 3, 2005 County of Hawaii Planning Director Chris Yuen
February 10, 2005 Councilman Stacy Higa
February 17, 2005 Councilman Donald Ikeda
March 3, 2005 Mayor 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 13, 2005 Reeds Island properly owners
March 14, 2005 Walk & talk session Downtown Hilo
Morch 14, 2005 Japanese Chamber of Commerce & Industry of Hawaii Board of
Directors
March 15, 2005 Waiakea Lions Club
March 16, 2005 Big Island Resource Conservation & Development Council
March 18, 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
March 24, 2005 Radio interview with Mynah Bird on KHBC Radio
March 26, 2005 Panaewa Hawaiian Homelands Community 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 Sidewalk display outside Connections Public Charter School during
Merrie Monarch Parade
April 5, 2005 Rotary Club of South Hilo
April 6, 2005 Radio interview with Russ Roberts on KBIG Radio
April 6, 2005 Pu'ueo Community Association
April 7, 2005 Visioning Questionnaire insert distributed in the Hawaii Tribune-Herald
April 9, 2005 Manu Meyer's MED Class
April 9, 2005 Display at Hilo Farmers Market
April 9, 2005 Display at Downtown Sack 'n Save
April 14, 2005 Boy Scout Leaders' meeting
April 15, 2005 Alu Like Kupuna
April 19, 2005 Panaewa Hawaiian Home Lands Community Association
April 20, 2005 Sunrise Rotary Club
April 20, 2005 Keaukaha Community Association
May 12, 2005 Wainaku-Kaiwiki Community Association
86
Envision Downtown Hilo 2025
'/h a is Ni/o
a`+~"'
What's Your Vision for Downtown Hilo?
The Envision Downtown Hito 2025 Vision Statement is stLl a DRAFT
document. We need your help) We want to know what Y0II think...
Over the past year, the FYteads of Downtown Hilo Steering Committee held a series of workshops to gather
community input for a Vision and Living Plea for Downtown Hilo. Below, you71 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 tive (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 Downtown Hilo 2025, please visit our Web site at www.Hilo2025.or¢.
1. CREATING ECONOMIC VITALITY
? 1.1 Access to Downtown Hilo is increased through avariety of transportation services.
? 1.2 There is easy walking access from Downtown Hilo to a Hilo Bayfront 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 alarger geographic area.
? 1.6 Diverse local-style boutiques and businesses attract residents and visitors alike. _~~~9~.
? 1.7 A permanent Farmers Market.
? 1.8 A permanent attraction increases visitors to Downtown Hilo.
? 1.9 Hilo is globally recognized as a producer of unique foods, arts, crafts and other products.
YOUR vision idea (or economic vitality
2. PRESERVING THE ENVIRONMENT
? 2.1 An activity-filled Hilo Bay and Wailuku Rivet Park and Trailconnects to Downtown.
? 2.2 8ampaa 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 eharaMer of Downtown Hilo is preserved.
? 2.5 Alternative transit options, includingtrolley, shuttles, water taxies,and a train.
? 2.6 Hilo Bay is clean, healthy and pollution-free.
? 2.7 After school enviroameatal-centered activities are available.
? 2.8 Bike racks oa buses and Park and Ride areas.
? 2.9 Landscaping improvements beautify Downtown Hilo.
? 2.10 A Downtown Recycling Center.
? 2.11 Drainage and flood abatements are in place. Q o
e
YOUR vision idea for the environment:
3.~iRENGiNENING AND ~U~iA1NIN6 OYR COMMYNIiY
? 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 Hilo's historical assets and streagthsare 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 8a spiritual heritage
? 3.7 Cultural and historic celebrationsoccur 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 commuatty:
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87
4. EXPANDING EDUCATION, CULTURE AND THE ARif
? 4.1 Educational activities focus on Downtown Hilo's environment, culture and institutions.
? 4.2 Signage with as Interpretive Plan highlights important cultural monuments and historic
sites.
? 4.3 Strong partnerships 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 involvedin local arts, music and cultural 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 & arts:
s. PROMOi1NG NEALiN AND fAPETY
? 5.1 A disaster plan is in place for Downtown Hilo.
? 5.2 Clean and safe public restrooms are accessible to everyone.
? 5.3 Wtde, 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 pollutionare in place and enforced.
YOUR vision idea for health and safety:
b. MANAGING GROWiN
? 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 community and stakeholder collaboration.
? 6.4 Iaad use regulations are based on °smart-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 Plaais 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 transportationare
promoted.
YOUR vision idea (or managing growth:
1. Do yov have any questions or coaunentaT
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/Vision Idea would you like to work onT
U you answered YES above, please fill out below:
Name/Organiration:
Address: Phone:
Fax: Email Address:
tffANK YOUI
Please ma0 or drop off this eatira sheet, no later than Aprll 15, 2005, to: County of Hawaii Planning De-
partment, 101 Pauahi Street Suite 3, HBo, FiI 96720-3043. If you have any questions, please contact
Susan Gagorik at 961-8288.
Other Drop off points: KTA Downtown Hllo/Puainako, Information Center Qa Downtown Mo'oheau Park Bus
Terminal, HBo Farmer's Market, Koehnea's Interiors
88
1. CREATING ECONOMIC VITALITY
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Definitions
Action: A specific project or activity intended to Living Plan: A plan that doesn't sit on the shelf
help implement a given strategy. because it tells the story and includes people
who were involved to make the plan. It is based
Action Plan: How a community intends to arrive on community values, and is alive and organic.
at its vision, step-by-step over time. Process is equally important as the results. It
involves a process that builds leadership capacity
Capacity Building: A process that empowers in the community, provides numerous
people to plan for the future, address issues, and opportunities for community participation and
manage and solve problems. stakeholder involvement, and encourages
collaboration between various private, public and
Coastal Zone Management: The federal Coastal government entities; and encourages networking
Zone Management (CZM) Program was created between existing resources in the community.
through passage of the Coastal Zone
Management Act of 1972. Since approval of Milestones: Targets or concrete goals achieved
Hawai'i's program in 1977 (Chapter 205A, along the way that tell us whether we are
Hawaii Revised Statutes), remarkable results have completing an action. They measure
been achieved. This unique federal-state accomplishments and tell us how and by when.
partnership provides a proven basis for Examples: studies published, committees formed,
protecting, restoring and responsibly developing policies adopted, structures build, numbers
the nation's important and diverse coastal attained, etc.
communities and resources.
Community Values: A community's most deeply
Opportunities: Things that may promote the
held shared ideals and beliefs against which its implementation of a strategy.
vision can be measures. Core community values
are guiding principles and the foundation for a
community's vision and action plan. Smart Growth: An evolving group of ideas about
how to better manage urban growth and
Constraints: Things that may impede the development. Smart growth principles include:
implementation of a strategy. mix land uses; take advantage of compact
building design; create a range of housing
Easy Wins: Vision-friendly activities or doable opportunities and choices; create walkable
projects that are visible and that can be communities; foster distinctive attractive
organized and accomplished simply, communities with a strong sense of place;
inexpensively and quickly-ideally in less than preserve open space, farmland, natural beauty,
one year. and critical environmental areas; strengthen and
direct development toward existing communities;
Lead Solution Partners: Groups, organizations provide a variety of transportation choices; Make
and government agencies that are willing to take development decisions predictable, fair, and cost-
the lead role for achieving an action. Includes effective; encourage community and stakeholder
individuals, groups, organizations or agencies. collaboration in development decisions.
There may be more than one, but recommend no
ri more than three.
91
Special Management Area: SMAs are an area Vision Timeframe: A target year for the vision. For
where significant attention is paid to the potential Downtown Hilo the target year is 2025. (Note:
impact that a development may have on coastal some of our vision will be achieved long before
qualities. In particular, negative impacts on the target year is reached.)
drainage, view planes, historic and cultural
artifacts, coastal erosion, and shoreline access Visioning: A process through which any
must be avoided, minimized and/or mitigated. community can envision the future it wants, plan
The SMA includes all lands and waters how to achieve it, and begin to implement it.
beginning at the shoreline and extending inland Through visioning, a community answers the
or mauka for at least 100 yards. The SMA does following questions: Where are we now? Where
not include any areas or waters seaward of the are we going? Where do we want to be? How
shoreline because the State has jurisdiction do we get there? Are we getting there?
beyond the shoreline.
Strategy: A major initiative designed to achieve
some aspect of our community's overarching
vision. In the visioning process, strategies are the
community's vision 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.
Sustainability: 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 into 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 vision implementation.
92
Acknowledgments
The Friends of Downtown Hilo Steering Committee and the entire Downtown Hilo
Community sincerely thank all the people, businesses, and organizations that helped Envision
Downtown Hilo 2025 get off the ground. Businesses donated refreshments, leis, prizes,
accommodations for our guest facilitators, and 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 and 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 leaders 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
s.~ A big Maha/o to Steven 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 Smart 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 Hawaii Department of Research & Development
Hawaii County Resource Center
Community Voices:
Kanani Aton
Robert "Steamy"Chow
Mary James
Fred Koehnen
Cameron McDaniel
William L. Moore
Helie Rohner
Donna Saiki
Macy Wessel
`r..
93
County of Hawaii Adrienne Carlin-Oliver 4'1
Mayor Harry Kim Debbie Chang
Managing Director Dixie Kaetsu Kaholo Dagumen
Billy Kenoi, Mayor's Office Beth Dykstra
Planning Department: Chris Yuen, Director Jeff Frankhouser
and Roy Takemoto, Deputy Director M'Lissa Kenison
Department of Research & Development Earl lucero
Jane Testa, Director and Cheril Miller
Diane Ley, Deputy Director Alice Moon
Department of Parks & Recreation: Paul Nash
Pat Engelhard ,Director and Nancy Pisicchio
Pam Mlzuno, Deputy Dlrector Shana Ross
Department of Public Works: Bruce McClure, Steve Shropshire
Director and Jiro Sumada, Deputy Director Eric Smith
County Trainer (Former) Jane Larkin Julie Tulang
County Council Chair Stacy Higa Rev. Randall Weinkauf
Councilman Donald Ikeda Anneliese Worster
Councilman James Arakaki Action Plan Review Team Facilitators
Councilman Fred Holschuh Gail Clarke
Media Kaholo Dagumen
Hawaii Island Journal Alice Moon
Hawaii Tribune-Herald Julie Tulang „y
KBIG Radio Comprehensive Action Plan
KHBC Radio Review Team Facilitators
KPUA Radio James Leonard
Visioning Workshop Focus Area Facilitators Jiro Sumada
Kanani Aton Action Plan Reviewers
Diane Chadwick Barbara Andersen
Kaholo Dagumen Kanani Aton
Diane Gentry leonard Bisel
James Leonard Julie Cade Bon
Diane Ley Larry Brown
Barbara Lively Paul Buklarewiecz
Adrienne Carlin-Oliver Andrew Chun
Evelyn Pacheco Paul Mark Clark
Anita Politano-Steckel Kaholo Daguman
Jiro Sumada Tip Davis
Jane Testa Keith De La Cruz
Julie Tulang David DeLuz, Jr.
Rev. Randall Weinkauf Beth Dykstra
Carol Yurth Pat Engelhard
Visioning Workshop Focus Area Recorders Susan Gagorik
Cynthia Albers Mary James
Larry Brown Rex Jitchaku
94
Catherine Kamau Web site
Brad Kurokawa Andy Adamson
James Leonard (Facilitator) Editing
Jeffrey Mermel Paul Nash
Bruce McClure Verna Post
Jeremy McComber Report Production
Pam Mizuno Petroglyph Press, David Reed
Alice Moon For their generous donations and contributions we
Quack Moore also acknowledge
Marlene Murray Abundant Life
Paul Nash Aloha Green, Steven Shropshire
Susan O'Neill Bank of Hawaii, Roberta Chu
Anita Politano-Steckel Big Island Delights, Jeff and Carla Takamine
Babs Radford Leonard Bisel Associates, LLC
Christine Reed Pam Brand
James Sanborn Shirline Brown
Steve Shropshire Burger King, Downtown
Dolly Strazar Cafe Pesto, David Palmer and Melanie Pearson
Jiro Sumada (Facilitator) Central Christian Church
Les Takayama Connections New Public Charter School Students
Meredith Tanioka and Staff
Roy Takemoto Jeff Darrow
Lynnette Uyesato Bill Della Sala
Mary Ann Wanush DHTC Flowers & Leis
Steven Yee Domino's Pizza
Database Development & Questionnaire Tally Downtown Dynamos, Jeri Gerfz
Verna Post Students from the University College of Fraser
Artist Concept of Vision: Valley, British Columbia
Jennifer Shurley Environmental Protection Agency Region 9,
Graphic Rendering of Vision Focus Areas Dean Higuchi
Workshop 2 The Fireplace Center, Jeffrey Mermel
Jim Channon Francine Marie
~og° Loyda Frankhouser
Steve Parente Barbra Green
Draft Overarching Vision Writers Hawaii Community College Student Association
Debbie Chang Hilo Coffee Mill
Beth Dykstra Hilo Farmers' Exchange, Les Takayama
Susan Gagorik Hilo Farmers Market
Jane Testa Hilo High School Key Club,
Video Charlene Masuhara, Counselor
Turandot Adamson Hilo Union School 4th Grade students
Rorie Rosenthal Island Bake Shoppe
Leilani Stolpe Island Cantina
Island Naturals
95
I. Tanioka Transportation & Farm, Harold Tanioka UHH/HCC Global HOPE, Noelie Rodriguez
Mako Karasawa University of Hawaii at Hilo Student Association
Keoni Kelekolio & Bryson University of Hawaii at Hllo,
Koehnen's Interiors, Karyl Franks Student Activities Council
KTA Super Stores, Andrew Chun Dan Waldhoff
KTA Super Stores, Ron Sakoda Mary Ann Wanush
Dan Lindsay and Susan O'Neill Dr. Bill and Cynee Wenner
Longs Drugs Chris Yuen
Lyman Museum, Linda Callazo YWCA, Cynthia Albers
Kepa and Onaona Maly YWCA Intern, Chris Jitchaku
Mauna Kea Slgns, Glen Fujlnaga
Sandra McCauliffe Funding Sources
McDonalds-Downtown Hawaii Community Foundation
Office Max Mo' Bettah Together Grant
The Most Irresistible Shop in Hilo, Sally Mermel County of Hawaii Planning Department
O'Keefe & Sons Bread Bakers, Jim O'Keefe Coastal Zone Management Program
Alton Okinaka, UH sociology professor and Hawaii County Council Discretionary Funds
faculty advisor Big Island Resource Conservation and
Brittini Paiva and family Development Council, Fiscal Sponsor
Petroglyph Press, Christine and David Reed
Megan, Kellie, and Matthew Politano
Liko Puha
Scott Rogers
Sack'n Save, Downtown, Stacy Kuruhara
Safeway
Barbara Jean Saito
Shipman House Bed & Breakfast,
Barbara Blackshear Andersen
Starbucks Coffee
Subway Sandwiches and Salads, Steve Handy
University of Hawaii at Hilo Conference Center
To all who participated in the
process by attending workshops
or Road Show presentations,
and/or by completing our
questionnaire-you contributed
all the ideas and thoughts that
Ste': " 4
~ ~
became this Community-Based
3'. .
„ ~w Vision and Living Action Plan.
"~"'`'Y - Thank You!
r,
96
~ Resources
Steven C. Ames, Principal
Steven Ames Planning
Building Strategic Vision for the Future
Portland, Oregon USA
1-503-235-3000 tel.
1-503-235-6000 fax
scams@aol.com
vvvv\v.communityvisioning.com
A Guide to Community t/sioning, Hands-On /nformation for Local Communities
Oregon Visions Project, edited by Steven Ames
Maroochy 2025
http://www. ma roochy2025. net
Volcano Vision 2020
The Ad of Making it Happen: The Working Together Toolbox
CompassPoint Nonprofit Services
Planning for the Future: A Handbook on Community l/sioning
The Center for Rural Pennsylvania
Welcome Bock Downtown: A Guide to Revitalizing Pennsylvania's Small Downtowns
The Center for Rural Pennsylvania
Getting to Smart Growth lL~ 200 More Policies for lmplementotion
$MART GROWTH NETWORK
Community Visioning Handbook
A publication from the Maine State Planning Office http://vvvrw.state.me.us/spa/
Waterfronts Florida-Key Elements of Success in Building Coasto/ Communities
The Council for Sustainable Florida http://voww.sustainableflorida.org
The Community t/sioning and Strategic Planning Handbook
National Civic League Press, Denver, Colorado, Third Printing 2000
97