HomeMy WebLinkAboutCommunication No. 2019-09- KCDP Amendments PD Review
Communication No. 2019-09
***** Note: Please this is not the latest version,
please see communica tion number 2019-11 ****
4. GOALS, OBJECTIVES, P OLICIES, AND
ACTIONS
Chapter 4 presents the goals, objectives, policies, and actions of the Kona Community Development Plan
(CDP). They are presented as eight elements, including:
1. Transportation
2. Land Use
3. Environmental Resource s
4. Cultural Resources
5. Housing
6. Public Facilities, Infrastructure and Services
7. Energy
8. Economic Development
(GP) except that five elements of th e GP have been combined in two of the Kona CDP elements.
Specifically, the Kona CDP element for Public Facilities, Infrastructure and Services combines the GP
elements for Public Facilities, Public Utilities and Recreation; and, the Kona CDP element for
En vironmental Resources combines the GP elements for Environmental Quality, Flooding and Other
Natural Hazards, Natural Beauty and Natural Resources and Shoreline. The GP element for Historic Sites
is referred to in the Kona CDP as Cultural Resources and th e GP element for Economic is referred to as
Economic Development. The concepts of sustainability variously addressed in the GP element for
Environmental Quality form a part of the overall vision for the Kona CDP, as presented in Chapter 3
Visualizing Kona Tomorrow.
Each of the eight Elements in this chapter has seven eight components, described as follows:
1. Introduction to the Element, discussing its scope, purpose and/or guiding principle(s). A table
shows which of the eight guiding principles the Elemen t supports.
2. Existing Conditions, describing the issues, concerns, and/or state of knowledge that are addressed
in the Element.
3. Overall Strategy, explaining the major approaches by which the issues and concerns described in
Existing Conditions will be addre ssed.
4. Goal, stating the intended outcome for the Element, as derived from the community outreach
phase of the Kona CDP process.
5. Objectives, corresponding to each of the major approaches identified in the Overall Strategy. Each
of the objectives in an Eleme nt is identified by an alphabetical prefix identifying the element and a
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6. Policies, that prescribe how each objective will be achieved. The policies that use
are mandatory directives legally binding on County agencies provided that they do not supersede
conservation, and preservation of cultural and natural resources) . Among the most significant
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legally binding policies are those presented in Section 4.2 Land Use. These policies must may be
implemented through land use decisions and development permits issued after the Kona CDP is
adopted. Such poli cies, however, would not be retroactive to prior decision - making and existing
zoning. Some mandatory policies require balancing with other policies, particularly those that
require County funding. Some policies create special provisions that differ from the County Code;
these Code -
actions especially those affecting agencies over which the plan does not have authority (e.g. State
agencies, utilities, non - profits). Each policy is identified by the alpha - numeric code for its
TRAN - ond policy of the third objective in the Transportation Element.
7. Actions, that specify how the policy will be implemented. An action may be a precursor to
implementing a policy or may specify what is required or recommended to implement it. The list of
a ctions are meant to be refined during the process of implementation in consideration of available
resources, preservation or conserv ation stud ies required by Federal and State law, more detailed
analysis, feasibility and impact analysis, and other factors. Thus, these actions are not legally
binding but are meant to be implemented in good faith. The Implementation Action Committee
( I A
annual report (see Section 5.2.1). Each action identifies, by acronym (see sidebar), the specific
agencies or organizations that will recommended to implement or participate in implementing the
action. County agencies identified have a particular responsibility for implementation. Each action
also specifies recommends when the action should be implemented, whether it is enacted by the
plan, on - going, within one to two years, within two to three years, within three to five years or within
five to ten years. Each Action is identifi ed by the alpha - numeric code for its corresponding policy,
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policy of the first objective in the Environmental Resources Element. All of the Actions are
sum marized in Implementation Matrix in Chapter 5 Action Plan.
8. Official Maps, that are meant to be legally binding provided that infrastructure projects,
developments and subsequent actions spatially depicted on these maps comply with cultural and
natural reso urce preservation law and provides opportunity for community input prior to
implementation . All other figures in the plan not designated as Official Maps are for information
purposes only. Because the Official Maps are created from GIS files, these maps may be printed
amendment to the plan to add, delete, or rel ocate records on the map. In cases where
infrastructure and developments depicted as official Policy Layers conflict with natural and cultural
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may be realign ed or relocated at the informed discretion of the Planning Director . Changes that
improve the accuracy of the map are not considered amendments. The Information Layers provide
background and may be changed in any way or removed without a plan amendment. The
metadata for the Official Maps specify, at a minimum, the source of the data and explain the
attribute features (see Attachment A). The GIS files and metadata shall be housed and maintained
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Informed discretion can be any combination of resource or impact studies performed by the developer or appropriate
government agency, in co njunction with community input.
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4.1 TRANSPORTATION
The Transportation section of the Kona CDP serves as a policy guide for County decisions regarding
transportation systems. Its objectives, policies, and actions establish a transportation - oriented basis for
future development that is integrated with the Land Use section, as well as the Public Facilities,
Infrastructure and Services section of the Kona CDP. In addition, it provides guidance for concurrency and
connectivity of transportation facilities with future development to ensure that all communitie s are
adequately served.
4.1.1 Existing Conditions
Traffic congestion in Kona is bad and grows worse with time. The congestion is fueled by the rapid growth
and exacerbated by the road network, land use patterns and dependence on the automobile. Road
improveme nts have not kept pace with development. Poor management of past development has
eliminated or compromised future roadway corridor options. Major road improvements take a long time to
complete and limited financial resources have to be prioritized and sup plemented by innovative funding
sources.
(Highway 190), are well beyond capacity and carry the majority of the north/south traffic through and within
Kona. Both S tate and County share jurisdiction over the roads in Kona (see Figure 4 - 1).
Based on State DOT traffic counts, several locations along regional transportation facilities in the planning
area currently operate at poor levels of service (COH Planning Departm ent, August 14, 2006). In general,
Department, August 14, 2006):
Over the years, new development mauka and makai of the primary arterial highways has occu rred without
local road connectivity. New developments have been built with no or very little connection to each other.
Lacking such connectivity, all traffic funnels to the arterials and conditions have deteriorated to the degree
4.1.2 Overall Strategy
Widening, improving, and extending major arterials, as well as increasing connectivity between and within
existing and future development are necessary to enhance mobility in Kona. Priority arterial highway
Highway Widening between Henry Street and Kamehameha III Road, and the construction of the
way Bypass Road and Kahului -
(Mid - Level Road) will add capacity to the north - south arterial network, and reduce demands on the existing
regional facilities. It would also serve as the central multi - modal c orridor serving future regional
development. A series of east - west (mauka - makai) collector roads linking the regional north - south facilities
must also be provided for added circulation and to further reduce the reliance upon the regional facilities.
In a ddition, future urban development must contribute to a well - connected local transportation network that
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provides for safe, direct, and convenient access for automobile, bicycle, and pedestrian traffic. Local
streets include all streets that are not design ated as collectors or arterials. Although local streets are not
designed for through or heavy traffic, the connectivity of these streets with each other and with collectors is
crucial ensuring that residents can easily reach destinations within the commun ity.
The design of local streets also plays an important role in affecting traffic speed and choice of travel modes.
Narrow local streets tend to slow traffic and are more conducive to pedestrian travel. Narrow local streets
also cost less to build and maintain, encourage more efficient land use, and improve neighborhood
character. Narrow streets are an efficient way of connecting the local street system without encouraging
the use of local streets for through or fast moving traffic. Local streets must be wide enough to
accommodate emergency vehicles and provide for on - street parking.
Current budget limitations will hinder rapid major investment in public road improvements. But, even if
immediate financing and approvals were available to improve roadw
term traffic woes are necessary. There are several other major strategies that embody the Guiding
Principles expressed in Sections 4.3 Land Use, 4.5 Housing, and 4.6 Public Facilities, Infrastructure and
Services. They relate to transportation, housing, land use, and infrastructure that needs to be integrated
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the years ahead. These strategies include the following:
1. Mass Transit.
provide significant alternatives to individual automobile use.
2. Multi - Modal Transportation.
inte rconnected bike lanes, trails, and sidewalks within and outside road right - of - ways would provide
a healthy and green alternative to automobile use.
3. Transit - Oriented Development (TOD). The development of compact, mixed - use villages which
would integrate ho using, employment, shopping, and recreation opportunities. Villages would be
designed around transit stations/stops which would reduce the need for daily trips and financially
support the expanded transit system.
4. Multi - Purpose Design. Beyond getting us f rom one place to another, our transportation corridors
are major public spaces that must safely accommodate uses other than vehicular travel.
5. Safety and Aesthetic Qualities. Safety and aesthetic qualities need to play a larger role in
improving existing
tourism appeal.
6. Affordable Housing. Affordable housing located near major employment centers would serve to
decrease the number of people who fill the roadways commuting long distances to work every day.
These housing policies, which recognize their relationship to transportation, are addressed in the
Section 4.5: Housing.
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4.1.3 Goal, Objectives, Policies, and Actions
Transportation Goal: An efficient, safe, and attractive m ulti - modal transportation system integrated
with land use planning that allows movement around and through Kona with minimal reliance on
the automobile.
Objective TRAN - 1: Transportation and Land Use. To organize growth on a regional level in Kona ,
growt h should be compact and transit - supportive. Compact mixed - use villages along transit routes provide
sufficient densities to support transit feasibility and enable people to meet a variety of daily needs within
walking distance.
Policy TRAN - 1 .1: Official Transportation Network Map . The Official Transportation Network Map shall
show proposed transit routes, proposed arterials and collectors, and pedestrian/bicycle paths (see Figures
4 - 2a to 4 - 2d). This map shall designate reco mmend the functional classif ication of the roadway. The
purpose of this map is to show intended interconnections, plan and preserve these corridors, budget public
improvements, and provide notice to affected landowners of potential impacts from these projects. As
applicable, permit approvals (e.g., rezonings, subdivisions, planned unit developments , plan approvals )
shall commit dedicate the rights - of - way and/or improvements of proposed roadways shown on the Official
Transportation Map that traverse through the project area in accorda nce with HCC 23 (subdivisions). When
a permitted action occurring along proposed roads depicted on the Official Transportation Network Map
requires a TIAR, the extent of dedicated rights of way and/or improvements shall be proportionate to the
pact.
If the corridor alignment has not been sufficiently
studied, the Planning Director has the discretion to determ ine an appropriate action including realigning or
other appropriate feasible alternative prior to the tentative subdivision/plan approval.
Action T RAN 1 .1a: Adopt s Official Transportation Network Map (Enacted by plan) .
Action TRAN - 1.1b: Update the accu racy of the Official Transportation Network Maps with alignment
locations as they are determined through preliminary engineering reports or other plans and/or
studies (Figures 4 - 2a and 4 - 2b) (PD, on - going).
Policy T RAN - 1. 2 : Trunk Line le Highway (Mid - Level Road) shall function as the
trunk transit route connecting Kailua Village with the airport, along which transit - oriented developments
(TODs) will be located. As the trunk transit route, there will should be future allowance for a ded icated
transit - way within the right - of - way . and the headways will The time interval between vehicles moving in the
same direction on the same route should be of the highest lowest amount among all transit routes in Kona
( s ee Figure 4 - 2a). Developments alon g this trunk line should, as a condition of approval for rezoning,
design roadways to accommodate bus stops and transit stops that are not in the right of way, and set - aside
land area for bus transit shelters.
Action T RAN - 1.2a: Design and construct Keoho lole Hi g h way (Mid - Level Road) in functional
sections.
1) Phase I - Palani Road to Kealakehe Parkway
a) Design ready (PD, 1 - 2 )
b) Construction Ready (DPW, 2 - 3)
c) Construct (DOT , DPW, 3 - 5)
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2) Phase II Kealakehe Parkway to Hina L ani Street
a) Design R eady (PD, 1 - 2 )
b) Const ruction Ready (DPW, 2 - 3 )
c) Construct (DPW, 3 - 5)
3) Phase III Hina L ani Street to Ka iminani Drive
a) De sign R eady (PD, 5 - 10 )
b) Construction Ready (DPW, 5 - 10)
c) Construct (DPW, 5 - 10)
4) Phase IV Ka iminani Drive to University Drive
a) Design R eady (Private, 1 - 2 )
b) Constru ction Ready (Private, 3 - 5)
c) Construct (Private, 3 - 5)
Policy T RAN - 1. 3 : Spacing of TODs along Trunk Line . Transit - Oriented Development (TOD) Urban
Villages shall should be located a minimum of one mile apart, between major transit stations, along
le Highway trunk route in order to preserve the transit efficiency of this route.
Action T RAN - 1. 3 a: General locations of TODs have been determined by the Official Kona Land Use
Map. (see Polic y LU - 2.3 and Figure 4 - 7) (Enacted by plan) .
Policy T RAN - 1. 4 : Secondary Transit Route. A secondary transit route shall should connect Kailua
Village with Keauhou and also serve the areas mauka of Queen Ka ahumanu and Kuakini Highways (see
Figure 4 - 2a). As a secondary transit ro ute, transit will would could share the vehicular travel lane . , and its
headways will be equal or less than the trunk route. Any new developments along these routes shall pay
their proportionate share for the frontage road costs and provide transit stops or stations.
Action TRAN 1.4a: Establish bus routes on existing streets along the designated Secondary
Transit Route (MT, on - going)
Action TRAN 1.4b: Establish bus routes on proposed streets as they are built along the designated
Secondary Transit Rout e (MT, on - going).
Action TRAN - 1.4c: Provide bus maintenance facility in the Kona Urban Area ( UA ) to support the
expanded bus service ( s ee Figure 4 - 10c) (MT, 5 - 10)
Policy T RAN - 1 .5 : Frontage Road. A frontage road makai of the Queen Ka ahumanu Highway, o r, if
permitted by DOT, within the 300 - foot wide Queen Ka ahumanu Highway right - of - way between the airport
shall should serve as a Secondary Transit Route. It will would enable the
consolidation of Queen Ka ahumanu Highway vehicular a ccess points for the developments makai of
Queen Ka ahumanu Highway.
Action T RAN - 1. 5 a: Design and construct Frontage Road .
1) Phase I Airport to Huliko a Drive
a) Ka ahumanu Highway
widening (PD, DOT , 1 - 2 )
b) Coordinate financing with public and private owners (PD, Fin., 1 - 2 )
c) Obtain permit approvals (PD, 2 - 3)
2) Phase II National Park Service (NPS) Section
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a) Determine alignment within 300 foot right - of - way or NPS property (PD, NPS, 3 - 5)
3) Connect to Kuakini H ighway extension
a) Coordinate financing and construction with DLNR/DHHL and QLT (PD, DPW,
DLNR/DHHL, QLT , 3 - 5)
Policy T RAN - 1. 6 : Kailua or Makaeo Village as a Transit Hub . The redevelopment of Kailua shall
should include a plan to create an intra - Kona trans portation service, with Kailua Village or Makaeo Village
as the "hub" or transit center. Buses would operate from Captain Cook to the Kailua or Makaeo Village
hub. At the hub, buses would intersect with other routes operating d - Level
Road), the frontage road, and other Kona destinations. Transfers for continued travel would be made at
this location.
Action T RAN 1. 6 a: Determine the location, design, and function of the m ajor t ransit hub (MT, PD,
1 - 2 ) .
Action T RAN 1. 6 b: Determine funding and construction schedule (MT , PD, 2 - 3).
Action T RAN - 1. 6 c: Identify Kailua urban transit routes, including phasing and transfer points (MT,
2 - 3 ) .
Policy T RAN - 1. 7 : Transit Route to Rural Town Transit - Oriented De velopments ( TODs ) . The existing
rural towns between Honalo and Captain Cook are encoura ged to be redeveloped as TODs with
Kailua or Makaeo Village.
Action T RAN - 1. 7 a: Establish a route to Kailua or Makaeo Village with enhanced frequency and in
coordination with rural paratransit service (MT, 1 - 2 ) .
Action T RAN - 1. 7 b: Master plan t ransit station s in coordinatio n with Rural Town redevelopment
(MT, PD , 3 - 5) .
Also refer to Policy LU - 3.1 and Figure 4.3 b .
Objective TRAN - 2 Street Network Connecti vity. To develop a system of interconnected roads in Kona
that will provide alternative transportation routes that will disperse automobile trips and reduce the ir length,
while not compromising the through functions of arterials and major collectors with excessive intersections.
(a) provides safe choices for drivers, bicyclists, and pedestrians;
(b) promotes walking and bicycling;
(c) connects neighborhoods to each other and to popular destinations, such as schools, parks, shopping,
libraries, and post offices, among others;
(d) provides opportunities for residents to increase their level of physical activity each day by creating
walkable neighborhoods with adequate co nnections to destinations;
(e) reduces vehicle miles traveled and travel time, thus improving air quality and mitigating the effects of
auto emissions on the health of residents and the environment;
(f) reduces emergency response times;
(g) increases effectiveness of municipal service delivery;
(h) restores arterial street capacity to better serve regional long - distance travel needs; and
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(i) provides increased emergency evacuation opportunities.
New development that is not well - connected with existing neighborhoods contri butes more cars and
creates greater traffic congestion on collector roads. When new development is integrated into existing
street patterns, providing additional choices for movement in and out of the neighborhood, new
developments can actually increase co nnectivity within the region.
Policy T RAN - 2. 1 : Connectivity Standards . Connectivity refers to the directness of links and the density
of connections that make up the transportation network. Within the Kona Urban Area (UA) new
development shall contribu te to this interconnected transportation network of streets, pedestrian, and
bicycle access that work to disperse traffic and connect and integrate new development with the existing
fabric of the community. Proposals for new development or redevelopment w shall should
meet the following connectivity standards:
1. Maximum Block Size. In lieu of Hawai i County Code (HCC) Section 23 - 29(c), the maximum length
of blocks for predominantly residential subdivisions shall be 800 feet, unless unfeasibl e due to
natural topography, protected resources, or surrounding development patterns.
2. Connection to Adjoining Development. The road system for new development shall contribute to
the local transportation network. To supplement HCC Section 23 - 40, at a m inimum, new
subdivisions shall incorporate and continue all collector streets, and selected local streets to
adjoining property. If a portion of the stub - out is not improved, the current developer shall improve
the stub - out portion , where practicable . Co nnection to adjoining properties may not be required if
seriously constrained by topography or other physical hindrances, or in cases where through travel
cannot occur because the property is bounded by development with private streets previously
allowed.
3. Gated Entry. In the Kona UA outside of General Plan Resort or Resort Node , gates will be
prohibited across new roadways identified to service connect to the local transportation network , as
identified in Figure 4 - 2a .
4. Cul - de - sacs Discouraged. Cul - de - s acs are discouraged based on Policy T RAN - 2. 1 (1) Maximum
Block Size and Policy T RAN - 2. 1 (2) Connection to Adjoining Property unless construction of a
through street is found to be impracticable. Where cul - de - sacs or dead - end streets are allowed,
they shal l meet the prevailing standards in the Chapter 23 Subdivision Code.
5. Future Extensions. Roads serving future transportation interconnectivity will be identified for any
proposed subdivision located adjacent to a vacant parcel. Alignment and placement of f uture
extensions and stub - outs shall take into account realignments to proposed transit routes as a
result of resource preservation or other unforeseen obstacles to original road alignments. In the
case that impact studies performed for adjacent parcels r esult in realignment to the proposed
transit routes (Figures 4 - 2a to 4 - 2d), future extensions and stub - outs between subdivisions and or
parcels shall be collaboratively agreed upon by the developers and appropriate governmental
agencies. To supplement HCC Section 23 - 44, where necessary to give access to or permit a
satisfactory future subdivision of adjoining land, or to conform with the Official Transportation
Network Map (Figures 4 - 2a to 4 - 2d), a street stub - out or pedestrian path improved to the boundary
is required unless financially guaranteed to enable the County to coordinate the stub - out
construction as a regional project or in coordination with the development of the adjoining property.
Applicants submitting preliminary development plans shall prov ide for feasible extension of
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selected local streets to adjoining undeveloped properties and eventual connection with the
existing street system. Within phased subdivisions, temporary stub - outs shall be required.
6. Connectivity. In the Kona UA, all new ro ads that will serve as part of the interconnecting roadway
sy s tem shall be dedicated to the County.
Action T RAN 2. 1 a: Amend s Chapter 23 Subdivision Code to incorporate connectivity standards
(Enacted by plan) .
Policy T RAN - 2. 2 : Access Management . To pr eserve the through functions of arterials and major
collectors, driveway access along new arterials and major collectors shall be minimized to the greatest
extent consistent with the need to provide access to adjoining property. Access to such adjoining
p roperties shall be planned to occur from local streets, and not from the arterial or collector road, whenever
possible. On existing arterials and major collectors, the number of access driveways currently permitted
shall should not be increased, and when development is proposed that would increase the usage of an
existing driveway access, every effort should be made to eliminate the driveway access in favor of access
at an existing or planned intersection. Four - way intersections with arterials and major c ollectors shall
should be permitted only as shown on the Official Transportation Network Map (Figures 4 - 2a to 4 - 2d), in
order to preserve the through functions of arterials and major collectors.
Action TRAN 2.2a: Update the Official Transportation Netw ork Maps with intersection locations as
they are determined through preliminary engineering reports or other plans and/or studies (Figures
4 - 2a and 4 - 2b) (PD, on - going).
Objective TRAN - 3. Multi - Modal System. To develop a multi - modal transportation system to encourage
walking, biking, transit, and other non - vehicular modes of travel. A multi - modal system needs to be
attractive, safe, comfortable, convenient, accessible, environmentally friendly, and affordable. Such a
system would reduce congestion, impr ove air quality, reduce fuel consumption, and increase healthy
activity. Not only would the system enhance the mobility of the elderly and youth, who do not drive, it would
also make it possible for residents to divert automobile ownership expenses to oth er daily needs, such as a
homeownership mortgage or insurance. The network could connect pathways within and outside of street
rights - of - way. The system should provide convenient transfers between modes of transportation.
Policy T RAN 3.1: Street Standa rds . County street standards should be pedestrian - friendly, safely
accommodate bicycles, accessible to the disabled, and appropriate for its surrounding land use context.
Action T RAN 3.1a: Complete on - Street Stand ards ( PD, 1 - 2).
Policy T RAN 3.2: Public Right - of - Way Maintenance. Recognizing that the County is not currently
staffed or equipped to maintain landscaping within street rights - of - ways, a combination of new and existing
tools, both public and private, sh all be developed to implement a landscaping maintenance program.
Action T RAN 3.2a: Determine staffing and equipment requirements for landscaping maintenance
program (DPW, PD, 1 - 2 ) .
Action T RAN 3.2b: Identify financing tools for maintenance programs thr ough public financing
plan (DPW, PD, Fin., 2 - 3 ) .
Action T RAN 3.2c: Implement financing plan for maintenance programs (DPW, PD, Fin., 2 - 3 ) .
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Policy T RAN 3.3: Right - of - Way Landscaping. Recognizing that the availability of water should dictate
the nature of landscaping within public rights - of - way, lusher landscaping shall should be provided on
streets where reclaimed wastewater will be available for irrigation as noted on the Official Public Facilities
and Services Map (see Figure 4 - 10c ), and xeriscape la n dscaping shall should be the preference where
reclaimed wastewater is not available.
Action T RAN 3 .3a: Designate s the reclaimed wastewater zone on Figure 4 - 10c Official Public
Facilities and Services Map (Enacted by plan) .
Action T RAN 3.3b: Establish l ist of recommended vegetation, in consultation with the Kona
Outdoor Circle, as an amendment to the Street Standards ( PD, DPW, 2 - 3 ) .
Policy T RAN 3.4: Retrofit of Existing Streets. To the extent practicable, pedestrian improvements
and/ or bicycle accommodations shall should be added to existing public streets when repaving or doing
other repair or maintenance work, especially on those streets identified for such multi - modal purposes in
the Official Transportation Network Map (see Figure 4 - 2b).
Action T RAN 3.4a: Identify high priority retrofits and coordinate with DPW (PD, DPW, 2 - 3 ) .
Action T RAN
conjunction with those projects (DPW, PD, 2 - 3 ) .
Policy T R AN 3.5: Safe Routes to Schools. Every public elementary school in Kona shall should have a
Safe Routes to School program.
Action T RAN 3.5a: Identify high priority routes in coordination with DOE, DOT and DPW (DPW,
DOE, DOT, PATH, 3 - 5) .
Policy T RAN 3.6 : Multi - Modal Network . The Official Transportation Network Map (Figures 4 - 2a to 4 - 2d)
shall designate a system of pedestrian and bicycle paths to use as a guide for street design, public
improvements, and subdivision improvements. Recognizing that the a ppropriate type of facility may evolve,
the Implementation Committee (see Chapter 5) shall have the authority to change the designated type and
maintain such changes on a database. The Action Committee may recommend amendments to the Official
Transportatio n Network map.
Action T RAN 3.6a: Designate multi - modal paths (pedestrian and bicycle) ( DPW, PD, on - going ) .
Policy T RAN 3.7: Traffic Calming Standards. In order to slow traffic for pedestrian safety or comfort,
standards for traffic calming shall shou ld
Action T RAN 3.7a: Develop criteria for selecting and determining appropriate traffic calming tools
as part of the on - going revision of the Street Standards (DPW, PD, 2 - 3 ).
Policy T RAN 3.8: Inter - Modal Connections. To facilitate the transfer between modes of travel:
1. Automobile/Transit and Bike/Transit Transfer. Park and ride facilities are desirable and must be
built to ameliorate the traffic congestion in Kona. A tr ansit station or transit hub will should be
located within each of the TODs, as shown in the Official Transportation Network Map (Figures 4 -
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2a to 4 - 2d). Park and ride facilities will should be provided in the vicinity of the transit station and
transit hu b. Park and ride facilities shall should include storage for bicycles.
2. Ground/Air Transfer. The transit and bicycle network shown on the Official Transportation Network
Map (Figures 4 - 2a to 4 - 2d) shall should provide connections from major residential a reas to the
and bicycles.
3. Bike/Transit Transfer and Beach Accommodation. To the extent feasible, public transit should
have the ability to carry bicycles and surfboards.
Action T RAN 3.8a: Master plan, design , and construct park and ride facilities (MT, 1 - 2 ) .
Action T RAN 3.8b: Coordinate inter - modal connection with Kona International Airport Master Plan
(MT, PD, DOT, on - going ) .
Action T RAN 3.8c: Investiga te beach service options (MT, 1 - 2 ) .
Objective TRAN - 4 Non - Structural Solutions to Manage Congestion. To manage peak - hour traffic
using a diversity of non - structural approaches in order to reduce congestion on Kona roads , while
acknowledging that building ne w roads is only one of many needed solutions .
Policy T RAN 4.1: Transportation Demand Management (TDM) Solutions. The County government
will should educate its community on the value of a rideshare program and provide incentives towards its
use; the C o unty will should encourage flexible hours among its staff and workers and educate by example;
or the C ounty will should encourage the community to reach and adopt innovative solutions to
transportation demand .
The community will should recognize all emplo yers in Kona who do their part to either, participate in the
work - at - home options, or use other innovative programs to reduce reliance on the automobile for work -
related trips.
Action T RAN 4.1a: Implement Rideshare P rogram for County employees - 3 ) .
Action T RAN 4.1b: Identify major employers to initiate TDM programs (MT, 2 - 3 ) .
Policy T RAN - 4.2: Commuter Transit Service. Express bus com muter routes and schedules should be
provided to major employment centers.
Action T RAN 4.2a: Evaluate work shifts of major employers in relation to ex isting bus schedules
and routes (MT, 1 - 2 ) .
Action TRAN 4.2b: Request major employers to contribute towa rd subsidizing commuter transit
service (Businesses, 1 - 2).
Policy T RAN 4.3: Managed Parking. New construction in Transit - Oriented Developments (TODs) shall
should provide parking in accordance with the Village Design Guidelines in Attachment B , which we re
designed to limit parking as a means of discouraging automobile trips to TODs. The public improvements
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program, as part of the TOD Master Plan, centralized public parking facilities shall should be included.
Public parking fees should be set low enoug h to be affordable yet high enough to discourage automobile
use.
Action T RAN 4.3a: Identify centralized public parking as part of the TOD Village Master Plans (PD,
developers, on - going) .
Action T RAN 4.3b: Identify centralized public parking as part of t he Kailua Redevelopment Plan
(PD, K V BID, on - going) .
Action T RAN 4.3c: Investigate appropriate parking fees (PD , KVBID, 1 - 2 ) .
Objective TRAN - 5 Rural Transit. To provide a paratransit system for Kona with emphasis on m auka
areas and South Kona recogniz ing that a rural population cannot support an urban transit system.
Policy T RAN 5.1: Paratransit. An affordable public paratransit system shall should serve the general
public of South Kona (i.e., it should not be restricted by age or disabilities).
Ac tion T RAN - 5.1a: Establish fares for seniors, disabled, students, and general public. (MT, 1 - 2 )
Action T RAN - 5.1b: Commence shuttle service using mini - vans and small buses (i.e. Handi - Van)
(MT, 1 - 2 ) .
Action T RAN - 5.1c: Modify shared ride taxi program to use coupons for the first nine (9) miles and
to allow starting the meter after nine (9) miles (MT, 1 - 2 ) .
Objective TRAN - 6 Concurrency. To manage the timing of growth so as to avoid overloading the arterial
system.
Policy T RAN 6.1: Official Concurrenc y Map. Concurrency requirements shall be determined by HCC
§ 25 - 2 - 46 and be generally consistent with the Official Concurrency Map, where applicable, as determined
by the approved TIAR. ments that
have not yet been built, are only conceptual as the topography, or possible environmental and cultural
resource mitigation measures may require these alignments to be adjusted.
d in HCC 25 - 2 - 46. Rezonings within
the Kona UA shall comply with the Official Concurrency Map (see Table 4 - 1 and Figure 4 - 3), which
ned in HCC 25 - 2 - 46(Zoning Code).
The Official Concurrency Map assumes:
1. The widening of Queen Ka ahumanu Highway to four lanes from the Kona International Airport to
Henry Street, and
2. opo o junction.
Any rezoning outside of a designated TOD within the Kona UA approved prior to completion of the Queen
Ka ahumanu Highway widening to the Airport shall restrict occupancy until this wideni ng project is
shall restrict occupancy until this bypass project is completed. This policy does not apply to projects exempt
under concurrency provisions i n HCC Section 25 - 2 - 46 (e.g. affordable housing).
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Communication No. 2019-09
The Concurrency Map shall distinguish the current planning status of the corridor alignment. Table 4 - 1
shows the roadway corridors that shall be built concurrently within the concurrency zone and/or TOD
V illage. Other roadway corridors shown on the Concurrency Map, but not listed in Table 4 - 1 are part of the
proposed roadway network, but are not critical to concurrency determinations.
Action T RAN 6.1a: Adopt s Concurrency Map (Enacted by plan) .
Policy T RAN 6.2: Prioritized Road Improvements. In order to rectify existing deficiencies and influence
the pattern of future growth and new roads, the following are priorities:
Kuakini Highway widening (State)
Kahului - Keauhou Parkway
Bypass (complete d)
Keanalehu Street - Manuwale a Street (completed)
Mid - Level Road ) , Phase I Palani to Kealakehe Parkway (completed)
Kamanu St reet Extension
La aloa Street Extension (completed)
Lako Street Extension
Mid - Level Roa d) , Phase II, Kealakehe Parkway to Hina Lani Street
(completed)
Nani Kailua Street Extension
a.
b.
Kealaka a St reet Extension
Mid - Level Road) , P hase III, Hina Lani Street to Ka iminani Drive
Hienaloli St reet Extension
University Drive
Action T 6.2a: Develop financing plan for streets according to the priorities listed in Policy TRAN -
6.2 (PD, DPW, Fin. , 1 - 2 ) .
Table 4 - 1
Concurrency R oadway Description Table
Concurrency Zone Roadway and ID No.
A
4A Queen Ka ahumanu Frontage Road and provide adequate
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Communication No. 2019-09
access to Queen Ka ahumanu Frontage Road.
Huliko a Drive)
1
Highway, a.k.a Mid - Level Road)
2 University Drive (Ma alea Drive to Queen Ka ahumanu Highway)
B
3A Main Street (Ka iminani Drive to University Drive)
6A iminani Drive)
7 Kealaka a Street (Kukuna Street to north end) and/or provide
adequate interconnectivity to surrounding area
2 University Drive (Ma alea Drive to Queen Ka ahumanu Highw ay)
University Village
3A Main Street (Ka iminani Drive to University Drive )
Kalaoa Village None (infill)
Connection between Kaiminani Drive and Hina Lani Street: 3B or 5B/5A or
5B/6B
3B Main Street (Ka iminani Drive to Hina Lani Street)
C
5A
5B
6B
D 9A Kealaka a Street (Extend Holoholo Street to Hina Lani Street)
5B (portion
within development project) (completed)
Kaloko Makai Village 5C
(completed)
5D - (completed)
E None
F 3C - Kam anu Street Extension (to Kealakehe Parkway)
Hon o kohau Village 5D -
continued on next page
Table 4 - 1 (continued)
Concurrency Table
Concurrency Zone Roadway ID No. and Name
G 5B
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Communication No. 2019-09
(portion within development project)
5C
(completed)
5D - (completed)
5D - (completed)
Keahuolu Vil lage
18 Makala Blvd. Extension ( any development mauka or makai of 5D)
9B Kealaka a Street (Hina Lani Street to Kealakehe Parkway)
H
9C Kealaka a Street (Kealakehe Parkway to Ha o Kuni Street)
I 4B Kuakini Extension Collector (Kealakehe Parkway to Old Airport)
Makaeo Village 4B Kuakini Extension Collector (Kealakehe Parkway to Old Airport)
Kailua Village
None (infill)
Redevelopment
Pua a - Wa iaha Village 19C Kakalina Street Extension (Nani Kailua Drive to Puapua anui Street)
Kahului - Puapua a Village 29 Puapua anui Street Extension
J 5D -
19A - Kakalina Street Extension (to Puapua anui Street))
19B - Kakalina Street Extension(E. Kakalina Street to 19A) (any development
K south of Malulani Drive)
20 Hienaloli Street Extension (Pala ni Street to Keolani Drive)
21 - Connector 4 (Hienaloli Street Ext. to Kakalina St. Ext.)
30A Kahului - Keauhou Parkway (Lako Street to Kuakini Highway)
L
31 Lako Street Extension
30B Kahului - Keauhou Parkway (Lako Street to Kamehameha III Road)
M 31 Lako Street Extension
32 La aloa Street Extension (completed)
30B Kahului - Keauhou Parkway (Lako Street to Kamehameha III Road)
Kahalu u Makai Village 33 Connector 9
34 Connector 10
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Communication No. 2019-09
4.2 LAND U S E
The Land Use section of the Kona CDP serves as policy g uide for County decisions regarding physical
policies concerning the type and location of future development in order to meet the goals and objectives of
the Kona CDP.
4.2.1 Existing Conditions
Use Pattern Allocation Guide (LUPAG) controls long - term land
use pattern in this County. Figure 4 - 4 shows the LUPAG designations for the Kona area. Figure 4 - 5
simplifies the LUPA G map to show the areas designated for urban development (High Density Urban,
Medium Density Urban, Low Density Urban, Industrial, Resort Node, Resort, and University), urban
expansion, rural, and open areas (Important Agricultural, Extensive Agricultural, Orchards, Conservation,
and Open).
The zoning designation is a more detailed control of land use. The zoning and LUPAG should be
consistent. For example, for the LUPAG High Density Urban designation, consistent zoning designations
include commercial (CG - commercial general, CV - commercial village), multi - family residential (RM), or
mixed - use (RCX). Figure 4 - 6 shows the areas zoned for urban development. The areas on the LUPAG
that are designated for urban development or urban expansion (as shown in Figur e 4 - 6), but not currently
zoned for urban development, are potential areas for rezoning.
Comparing the LUPAG and zoning maps, the amount of potential land available for rezoning far exceeds
the amount of land needed to accommodate future growth projection s. This excess could encourage a low -
density sprawling growth pattern. In fact, this has been the past trend. Kona experienced a significant
increase in land development from the mid -
the rate of housing production. In the period between 1995 and 2005, the amount of developed land
increased by 3,582 acres at a rate of over 350 acres annually. Developed land increased at a rate of 9%
annually, while population increased at a rate of 2.4% annua lly, and housing units increased at a rate of
5.5% annually. Land in Kona is being developed at a rate that is nearly 4 times population growth and
almost 2 times housing unit growth.
nd strategies:
Competing Values for Coastal Land. As a limited and valuable resource in Kona, policies need
to balance competing opportunities for environmental protection, economic development, and
public open space.
Affordable Housing. The quality of the neighborhoods, and housing stock within them, are key
indicators of a high quality of life. The insufficient and aging housing stock, and increasing
demands for alternative housing types, will continue to be important trends influencing policies.
Mix ed - Use Developments. There is a growing demand for development that is mixed - use, well -
designed, walkable, and higher density. These developments are an important opportunity for
redevelopment, infill, and new developments in strategic areas.
Public - Priv ate Partnership. The lack of public infrastructure, coupled with the desire to maintain
healthy neighborhoods and business areas, support the need for the County to work with the
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Communication No. 2019-09
private sector in the land development process. Growth and change in Kona w ill be the result of
public and private partnerships.
Emphasis on Redevelopment. To preserve open space, existing developments are expected to
be infilled and redeveloped.
Emphasis on Rural Character and Agriculture. There is a long - standing need to prot ect the
rural lifestyle of Kona, which includes mauka Villages and surrounding agricultural lands and open
space.
Related trends can also be found in the Section 4.5 Housing.
4.2.2 Overall Strategy
The current application of State and County land use regulatio ns is not necessarily an integrated approach.
The preference to encourage future urban and rural growth to occur in the form of compact, village - style
development was a very strong message from the public meetings. The Kona CDP provides an integration
me chanism as a means to avoid the current trend toward sprawling lot - density developments, disconnected
subdivisions and business centers, and a general decline in the quality of life that people believe reflects
The overall land use strategy is to proactively implement public policy through a regional framework for
growth. While respecting landowner entitlements, this framework provides additional direction so that
individual planning decisions are made as part of a larger, integrat ed program for achieving an efficient
growth pattern, optimizing investment in services and infrastructure, protecting the natural environment and
Such a fr amework provides greater certainty and predictability for the community, government, and private
sector, allowing all three to participate in a synchronized move towards a mutually planned future.
The legally binding policies in t T his section, as defined in 4.0 Goals, Objectives, Policies and Actions, do
not override or invalidate existing zoning. Such legally binding These policies, however, shall may be
implemented with new through a combination of changes of zone, time extensions on existing zoning
req uiring County Council action, state land use boundary amendments, and Special Management Area
(SMA) permits, and/or approved project districts (HCC 25 - 6 - 40) when applicable. Where such policies
modify subdivision standards and requirements, they would only apply to subdivision applications received
after the effective date of the ordinance enacting the Kona CDP. Variances to policies modifying
subdivision standards and requirements may be applied for in accordance with the standards and
procedures set forth in the Subdivision Code.
Establishment of priorities for the investment of public resources for new infrastructure and services will be
linked to the regional land use framework.
The regional land use framework, restated from the Guiding Principles (S ection 3.2) is as follows:
Urban Area. Most of the future growth in Kona will be directed to an Urban Area (UA) defined in
the Official Kona Land Use Map (Figure 4 - 7). Within this Kona Urban Area, growth would be
directed to compact villages located alon g proposed transit routes or to infill areas within, or
adjacent to, existing development. The general locations of these villages are within the Growth
Opportunity Areas (GOAs) identified during the public meetings that evolved into the Transit -
Oriented Developments (TODs).
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Communication No. 2019-09
Rural Area. Outside of the Kona Urban Area, the character of the rural areas should prevail. This
means that limited future growth should be directed to the existing rural towns and villages in a way
that revitalizes and enhances the existing rural lifestyle and culture of those communities. Outside
of these towns and villages, the protection of important agricultural land is a priority objective.
Protecting these lands requires regulations and incentives that will keep these lands available for
agricultural use. Any development outside of the rural towns and villages should be directed to
suitable areas that are not important for agriculture, in clustered patterns that will optimize the
preservation of rural open space.
Land Use Pat tern Allocation Guide (LUPAG) Map. Within and outside the Kona Urban Area, the
LUPAG map designates areas for resort, high density urban, medium density urban, low density
urban, industrial, and university areas. The plan supports these existing designat ions. Any
amendments to the LUPAG map not consistent with the Figure 4 - 7 Official Kona Land Use Map
would be contrary to the land use fr amework envisioned by this plan.
Green Areas . The areas where growth should not occur also determines the framework an d
pattern of growth. These areas are identified and discussed in Section 4.3 Environmental
Resources.
1. To encourage growth towards the Transit - Oriented Developments (TODs):
a) Design Flexibility. To collaboratively learn and apply the best available practices, a
Design Center (see Policy LU - 4.1) will provide an inviting venue to brainstorm ideas
among applicants, government officials, and community members. The Village Design
Guideli nes (Attachment B) provide the minimum standards for TODs/TNDs, but do not
rigidly constrain creativity.
b) Streamlined Permit Coordinated Processing .
For projects reviewed by the Design Center, a staff member may be assigned to help
coordinate permit approva ls for the proposed project . Flexible
approval. The Official Kona Land Use Map (Figure 4 - 7) approximately locates the
TODs, but it does not change the existing zoning until a rezoning with an approved
master plan for the TOD defines the metes and bounds of this TOD. In other words,
specific area. However, as long as the proposed rezoning conforms with the Kona
CDP in terms of general location and co ncept, the legislative rezoning approval should
be expedited. Subsequent refinements in the master plan can then be done by
administrative approval.
Concurrent environmental review. An Environmental Assessment (EA) or
Environmental Impact Statement (EIS) , usually triggered by use of public lands or
public funds, will accompany the master plan and will be reviewed at the same time.
By doing the environmental review at the master plan level, subsequent projects within
the TOD will be relieved of this requir ement.
Concurrent State Land Use Boundary Amendment. In cases where a State Land Use
Boundary Amendment is necessary, the County will assist with the petition and
processing.
Permit coordination. For those applicants who use the services of the Design Ce nter,
a County employee will be assigned to assist in identifying the various permit
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Communication No. 2019-09
requirements, suggest a work plan to coordinate the permit requirements, and follow
through with various agencies to avoid delays.
c) Increased Range of Permitted Uses and De nsities. As an incentive, the TODs
substantially increase the permitted uses and densities over the existing zoning. In partial
return for this additional density, the master plan will need to incorporate a minimum level
of affordable housing (discussed further in the Section 4.5 Housing), provide a variety of
open spaces within the TOD, and preserve open space around the TOD, in perpetuity.
d) Prioritized Essential Infrastructure. Government capital improvements programs will
may give priority to servicing the TODs, particularly with regard to roads, water, and sewer
(discussed further in Section 4.6 Public Facilities, Infrastructure and Services). Where
regional drainage systems are appropriate, the County will may coordinate such
improvements.
e) Public Fin ancing of Infrastructure. In recognition of the regional benefits of major roads
and transit stations, these types of improvements within TODs shall should be funded with
general revenue funding sources.
f) Concurrency Requirements. The TOD Village Master P lan will control the provision of
infrastructure relative to build out. Therefore, the countywide concurrency requirements
will be met for projects within TODs.
g) Vested Rights. A TOD Village Master Plan, based on the Village Design Guidelines
(Attachment B), will be built out over a number of years. Investors require certainty; in
return, the community and government expect performance on promises. The reciprocal
commitments set forth in the master plan would be secured by a development agreement
that wi ll include a Phasing Plan. The agreement will specify the developers commitment to
provide certain public facilities. In return, government will provide a commitment to
complete certain public infrastructure by a certain date.
h) Redevelopment Authority. I n order to spur the redevelopment of Kailua Village as a
TOD, redevelopment can be stimulated and coordinated by either an expanded business
improvement district or the establishment of a redevelopment authority.
2. To encourage village - style development outs ide of TODs within the Urban Area:
a) Already Zoned. For undeveloped areas already zoned residential, commercial, or
industrial, the intent is to encourage a more creative mix of uses and density, by clustering
to create open spaces and pedestrian - oriented s treetscapes. The Kona CDP creates an
overlay zone for these areas to allow an administrative review of a master plan consistent
with Village Design Guidelines.
b) Need Rezoning. For areas zoned agricultural within the Kona Urban Area (UA), a new
type of Pro ject District (as defined in the Chapter 25 Zoning Code) is should be created
called the Traditional Neighborhood Development (TND). Although rezoning through a
legislative process is required, the advantages would be similar to a TOD: design
flexibility , concurrent environm ental reviews and S tate Land Use Boundary Amendments,
Design Center services, increased range of permitted uses and density, concurrency
waivers, development agreement options to negotiate public improvements commitments
and other term s.
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Communication No. 2019-09
3. To encourage rural clustered subdivisions PUDs :
a) Streamlined Coordinated Processing. By following the Clustered Rural Subdivision
Guidelines (Attachment C), many issues are pre - settled and therefore a shorter definite
permit processing time period is ju stified. The master plan approval also serves as the
tentative subdivision approval. By using the Design Center, the applicant also receives the
benefit of a county employee assigned to assist with permit coordination. For projects
reviewed by the Design Center, a staff member may be assigned to help coordinate
approvals for the proposed project.
b) Alternative Standards. The Clustered Rural Subdivision guidelines provide options for
alternate road and wastewater standards.
4.2.3 Goals, Objectives, Policies, and Actions
Land Use Goal: Public policies set the foundation and framework within which the community and
private sector work collaboratively towards a shared vision of concentrating growth within urban
villages in North Kona, preserving rural character and agricultural lands, protecting significant
natural and cultural resources, providing a range of housing opportunities, and a process to
constructively, efficiently, and fairly achieve these ends with the best practices and quality.
Objective LU - 1: Overal l Growth Pattern. To identify areas where higher intensity growth areas should
occur and areas where the rural character and open space along the shoreline should be preserved.
Policy LU - 1.1: Official Kona Land Use Map. The Official Kona Land Use Map (s ee Figure 4 - 7) shall
define the Kona Urban Area (see Policy LU - 1.2) and the general locations, spacing, and type of TOD
Villages (see Policies TRAN - 1.3 and LU - 2.3).
Action LU 1.1a: Adopt s Official Kona Land Use Map (Enacted by plan) .
Policy LU - 1.2: Urba n Area. The majority of future growth in Kona shall be directed to the Kona Urban
Area shown on the Official Kona Land Use Map (see Figure 4 - 7), which spans from the Kona International
Airport to Keauhou subject to the policies set forth under Objective L U - 2 Urban Area Growth Management.
Action LU 1.2a: Define s Kona Urban Area (Enacted by plan) .
Policy LU - 1.3: Rural Area. The rural area consists of the lands outside of the Kona Urban Area. Future
growth in this area shall be concentrated within and a round the existing LUPAG medium and low density
areas, which correspond to the existing rural towns.
Action LU 1.3a: County shall work with State to identify lands that may be appropriate to reclassify
from Agriculture to Rural, consistent with Kona CD P Policies (PD, on - going).
Policy LU - 1.4: Consistency with Land Use Pattern Allocation Guide (LUPAG). The current LUPAG
accommodates the vision and needs for the Kona CDP area planning horizon and should be amended only
for compelling reasons. Any rezon ing application shall be consistent with the LUPAG.
Policy LU - 1.5: Enhanced Shoreline Setback.
Revised Statutes (HRS) Sections 205A Part III, the County shall explore alternatives (e.g., density transfer
based on gross density) for the applicant of a Special Management Area (SMA) Major Permit to dedicate to
the government or land trust or encumber as open space for the purpose of realizing a shoreline linear park
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Communication No. 2019-09
as possible. Consistent with the Federal Coastal Zone Management Act
along with public access to and along the shoreline, it shall be a priority of the Co unty to maintain a
minimum of 1,000 - foot open space no - build setback for undeveloped lands adjacent to the shoreline, on
parcels which currently exceed 1,000 feet in depth, in discretionary land use approvals such as SMA major
permits, rezonings, and state land use boundary amendments. Structures makai of this setback should be
for public recreation and ocean - dependent facilities such as harbor improvements.
Action LU - 1.5a: Review rezoning and SMA applications pursuant to Policy LU - 1.4 (PD, on - going).
Ac tion LU 1.5 b: Identify priority shorelines for increased setback as part of Policy ENV - 2.1 Open
Space Network Program (PD, PR, 1 - 2).
Policy LU - 1.6: 17 - Mile Protected Coastline: As part of any discretionary land use approvals such as
SMA major permits, r ezonings, and state land use boundary amendments, implement the vision of a 17
Most of this area is already publicly owned and much of it has already b een set aside for park purposes.
This incorporates the Kaloko -
and state lands ma kai of the airport runway, to the extent that they can be used for public recreation
consistent with the requirements of NELHA and the airport, the Kekaha Kai State Park, and Makalawena.
(Enacted by plan)
Objective LU - 2: Urban Area Growth Management. Rec ognizing that the LUPAG Urban Area is larger
than needed in order to accommodate the projected growth within the planning horizon, future growth
within the Urban Area shall be encouraged in a pattern of compact villages at densities that support public
tra nsit.
Policy LU 2.1: Village Types Defined Transit - Oriented Developments (TODs) vs. Traditional
Neighborhood Developments (TNDs). Both TODs and TNDs are compact mixed - use villages,
characterized by a village center within a higher - density urban core, rou ghly equivalent to a 5 - minute
walking radius (1/4 mile), surrounded by a secondary mixed - use, mixed - density area with an outer
boundary roughly equivalent to a 10 - minute walking radius from the village center (1/2 mile). The
distinction between a TOD and TND is that the approximate location of a TOD is currently designated on
the Official Kona Land Use Map (Figure 4 - 7) along the trunk or secondary transit route and contains a
transit station, while TND locations have not been designated and may be located off of the trunk or
secondary transit route at a location approved by a rezoning action.
Action LU 2.1a: Amend s Chapter 25 Zoning Code to define TODs and TNDs (Enacted by plan) .
Action LU 2.1b: Conduct public workshop to educate community, including lan downers,
developers, and the public about TOD/TND Villages (PD, R&D, DC, 1 - 2).
Action LU 2.1c: Work with landowners, through the Design Center to encourage proposals
consistent with Village Design Guidelines (PD, on - going).
Policy LU - 2.2: TOD/TND Compone nts. The components of a TOD/TND include Urban Core, Secondary
Core, and Greenbelt. A TOD/TND contains a higher density urban core surrounded by a lower density
secondary area. A greenbelt will should will , in turn, surround and define the outer edge of the secondary
area . (Enacted by plan)
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Communication No. 2019-09
1. Urban Core: To control the scale and intensity of development within the urban core of a
TOD/TND, there shall be two types of urban cores:
a. Regional Center. Regional centers are intended fo r mixed use and higher - de nsity
residential, retail, commercial, employment, and/or regional one - of - a - kind facilities, such as
major civic, medical, education, and entertainment facilities. Regional centers shall be
designed around a Commercial Center, wh ich is the focus for the V illage and designed to
encourage pedestrian activity.
b. Neighborhood Village. Neighborhood Village Core Areas are intended for predominately
residential, public/civic uses, or small - scale neighborhood - oriented commercial uses. The
of a small scale and are intended to serve the needs of the
Village residents. Neighborhood Village Core Areas shall be designed around a
Neighborhood Center. Land uses include recreational space, small - scale public/civic
uses, neighborhood oriented ret ail uses, and mixed - use.
2. Secondary Area. TODs/TNDs may be surrounded by more auto - oriented, lower - density
- mile of the TOD/TND
urban core. These Secondary Are as take advantage of the s ervices within the Urban Core
through an interconnected street system with easy access to transit by foot, bike or car.
Secondary Areas will be primarily comprised of standard single - family and multi - family
neighborhoods. These areas may also provide mor e land - extensive uses that serve TOD/TND
residents, such as schools and community parks. Because of their proximity to the Urban
Core, Secondary Areas are ideal for bicycle travel.
3. Greenbelt. The Greenbelt is an undeveloped area surrounding the Secondary Area. The
Greenbelt is a strategic planning tool to prevent urban sprawl by keeping land permanently
open. The purpose of the Greenbelt is to prevent urban sprawl of the TODs/TNDs, prevent
neighboring towns from merging into on e another, and to preserve the setting and the
character of the TODs/TNDs. The Greenbelt may also serve multi - purpose uses, such as for
drainage (e.g., flow ways or retention basins), sensitive resource preserves or wildfire
protection buffers.
Policy LU - 2.3: TODs Identified. To control the spacing of transit stations in support of Policy TRAN - 1.2,
TOD floating zones, identifying the general location of TOD s , shall should be limited to the following
encouraged as growth opportunity zones , as shown on the Official Kona Land Use Ma p (see Figure 4 - 7):
1. University Village (Regional Center). The goal is to use the university as a catalyst for
complementary commercial opportunities surrounding the campus and to attract students, faculty,
and staff to live on or near campus. The univers ity would hopefully be a center for cultural and
performing arts, life - long learning, innovation, and workforce development that would benefit the
broader community.
2. Kalaoa Village (Neighborhood)
3. Kaloko Makai Village (Neighborhood )
4. (Regional Center). The County Civic Center shall be one part of a centralized
government service center with surrounding complementary office and retail. The area would
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Communication No. 2019-09
serve as an appropriate location for a regional park that would i nc lude active recreation facilities
and a multi - purpose auditorium.
5. (Neighborhood)
6. Makaeo Village (Regional Center). A major retail center is planned near the Old Airport Park. As
a mixed use village, the plan is to introduce residential u ses into the mix, design a complementary
relationship to the Old Airport Park, and to integrate a transit hub or major park and ride facility for
commuters (primarily resort workers).
7. Kailua Village Redevelopment (Regional Center) In recognition of the i mp ortance of Kailua
Village as the cultural, retail and visitor core of the Kona District, redevelopment of the area shall
Center, but much of this housing i s in poor condition. The availability of infrastructure in the Village
offers the opportunity to provide new, high density affordable housing for the resident workforce.
Redevelopment plans shall consider the following: location of a transit hub, enha nc ed pedestrian -
to shuttle routes, and village design guidelines.
8. (Neighborhood)
9. Kahului (Neighborhood)
10. u Makai Village (Neighborhood)
Action LU 2.3a: Amend s Chapter 25 Zoning Code to define TODs and TNDs (Enacted by plan) .
Action LU 2.3b: Initiate redevelopment plan for Kailua Village. Consider the establishment of
redevelopment authority, pursuant to H RS Chapter 53 (Urban Renewal). Partner with the Kailua
Village Business Improvement District program in preparing the re - development plan (PD, KVDC,
KVBID, 3 - 5).
Policy LU - 2.4: Transit - Oriented Development (TOD) Floating Zones Established . The Developme nt
of TOD s are encouraged within the extent and locations of the floating zones shown on the Official Kona
Land Use Map (Figure 4 - 7) . These loc ations are approximate and become fixed pursuant to the Project
District rezoning procedures as modified below:
1) Mi nimum land area. The minimum land area for a new community shall be 80 acres consistent
, which corresponds to the urban and
secondary core, plus a density transfer area proposed in the master pla n to set an urban boundary
limit .
2) Project District Rezoning Application. In addition to the requirements specified for a Project District
application, the application shall include the following:
a. Conceptual Master Plan. To the extent practicable, the con ce ptual master plan shall
conform with the Village Design Guidelines (Attachment B) and at a minimum address:
i. Mix of permitted uses and density;
ii. Transportation systems including street layout and standards, transit routes and
facilities, and bike and pedes tr ian pathways;
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Communication No. 2019-09
iii. Village center public facilities, if any and financing ;
iv. Infrastructure requirements, financing, and timing;
v. Neighborhood park and public space standards;
vi. Phasing plan;
vii. Calculation and treatment of density transfer area , if any ;
viii. Planning pro ce ss, including extent of consultation with the Design Center.
b. An environmental report assessment meeting the requirements content and process
requirements of the zoning code or HRS Chapter 343 , as applicable .
3) Expedited Review. Within ninety (90) days af ter a project district application has been accepted by
the Planning Director, the Director shall forward the application to the Planning Commission.
4) Environmental Review Concurrent Processing. The Planning Director shall enable and allow the
applicant to co ncurrently process the environmental document according to the procedures of HRS
Chapter 343.
3) 5) State Land Use Boundary Amendment Concurrent Processing. If a State Land Use District
Boundary Amendment is necessary, the Planning Director may accept the ap plication, review the
application to determine consistency with the decision criteria below, suspend the processing of the
Project District until a decision is made by the State Land Use Commission, and express the
for e the State Land Use Commission as consistent with the
immediately resume upon favorable approval by the State Land Use Commission.
4) Development Agreement. Concurrent wi th or subsequent to the adoption of a project district
ordinance, a A
memorialize reciprocal agreements among the several parties responsible for implementing the
plan, including the Coun ty, and thereby vest the rights as set forth in the Development Agreement.
5) Planning Commission Review. Section 25 - 6 -
iew
and processing of a project district application. Within sixty (60) days after receipt of the application
from the Planning Director, unless a longer period is agreed to by the applicant, the Planning
Commission shall transmit the proposed project dist ric t ordinance together with its
recommendation thereon through the Mayor to the County Council. The Planning Commission
shall should recommend approval in whole or in part, with or without modifications, or rejection of
such proposal, based on the follow ing criteria:
a. Extent to which the master plan meets the intent and objectives of the Village Design
Guidelines;
b. Extent, inclusiveness, and mix of affordable housing;
c. Feasibility of the infrastructure financing plan;
d. Effectiveness of concurrency controls;
e. C omp atible linkages and relationships to surrounding areas;
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f. Effectiveness in optimizing and protecting open space within the density transfer area.
6) Rebuttable Presumption. The Planning Director, Planning Commission, and County Council shall
should review t he TOD application with a rebuttable presumption that the project furthers the intent
of Chapter 25 Zoning Code and is consistent with the goals, objectives, and policies of the County
General Plan and Kona CDP, provided that the proposed location is gener all y consistent with the
Official Kona Land Use Map and the conceptual master plan consistent with the Village Design
Guidelines. This rebuttable presumption does not apply to a TND application since the general
location of a TND has not been determined b y t he Kona CDP
7) Amendments. Amendments to the master plan shall be processed administratively by approval of
the Planning Director, unless the changes are significant as determined by the Planning Director in
the same manner as the project district enablin g o rdinance, unless the council in the project district
ordinance authorizes the amendments to be made by the director .
Action LU 2.4a: Amend s Chapter 25 Zoning Code to establish TOD floating zone project district
(Enacted by plan) .
Policy LU - 2.5: Villag e D esign Guidelines. The Village Design Guidelines in Attachment B should be
used as a guide apply to the development of conceptual master plans for TODs and TNDs, as well as
subsequent projects or site plans implementing the conceptual master plans. The int ent of the Village
Design Guidelines are to do the following:
1. Promote transit - oriented and pedestrian - oriented development, to increase transit use, to manage
traffic congestion,
2. Encourage mixed - use, compact development that is pedestrian in scale and s ens itive to
environmental characteristics of the land, and facilitates the efficient use of public services;
3. Have residences, shopping, employment, and recreational uses located within close proximity with
each other and efficiently organized to provide fo r t he daily needs of the residents;
4. Provide for a range of housing types and affordability within pedestrian - oriented, human - scale
neighborhoods;
5. Incorporate natural features, open space, and cultural features;
6. Provide efficient circulation systems for ped est rians, non - motorized vehicles, and motorists that
serve to functionally and physically integrate the various land use activities; and
7. Promote strong neighborhood identity and focus.
The Village Design Guidelines establish suggest :
1. An acceptable mix of u ses for regional centers, neighborhood core areas, and secondary areas;
2. Minimum as well as maximum residential densities;
3. Non - permitted uses in the urban core that are primarily automobile - dependent that detract from a
walkable town center;
4. Pedestrian - orie nte
5. Nomenclature of public facilities and siting criteria that serve as the town focus;
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6. Density transfer calculation methodology; and
7. Transportation standards.
Action LU 2.5a: Adopt ion o f V illage Design Guidelines (A ttachment B) (Enacted by plan) .
Action LU 2.5b: Continually improve and refine the Village Design Guidelines (PD, DC, on - going).
Policy LU - 2.6: TOD/TND Public Infrastructure and Facilities. To encourage the development of T ODs
and TNDs, public financing sources shall should pay 100% for:
Major proposed trunk transit route,
A transit station (or transit station component if the transit station is part of a private mixed - use
project) within the Urban Core ,
A major park or p laz a within the urban core.
In the preparation of the conceptual master plan, the applicant shall should coordinate the input of
appropriate agencies to identify sites and financing of appropriate public facilities such as schools, libraries,
and post offi ces , with respective financial commitments between public and private sources documented in
the master plan. The County water allocation and capital improvement policies in Section 4.6: Public
Facilities, Infrastructure and Services, Policy PUB - 4.1 shall sho uld further support the development of the
TODs.
Action LU 2.6a: Negotiate the respective cost - sharing of the appropriate public facilities (DC,
applicants, on - going).
Action LU 2.6b: Program funding of major transit routes, transit stations, and maj or parks within
urban core in coordination with proposed TOD build - out (PD, Fin., on - going).
Policy LU - 2.7: Traditional Neighborhood Development (TND) Floating Zone Established. Where - as
the locations of TODs are conceptually determined by the Official K ona Land Use Map, the locations of
TNDs are proposed by applicants outside of the TODs within the Kona Urban Area (UA). Because of the
need to review the specific suitability at the time of proposal, TND floating zones shall not have the
rebuttable presum pti on of a TOD; otherwise, rezoning procedures shall be the same as a TOD Project
District.
Policy LU - 2.8: Development Outside Transit - Oriented Developments (TODs), but within the Kona
Urban Area. Development outside the TODs, but within the Kona UA, ma y o ccur as follows:
1. Existing Zoning
a. TND Overlay. Any project greater than 20 acres on land zoned Single - family residential
(RS), Multiple residential (RM), Residential - Commercial Mixed Use (RCX), General
Commercial (CG), Village Commercial (CV), or Neighb orh ood Commercial (CN), shall be
permitted to develop as a neighborhood TND following the procedures for a PUD and the
Village Design Guidelines.
b. Non - TND Projects. Any project may be developed in accordance with the existing zoning,
subject to the followi ng requirements:
i. Parks (see Policy PUB - 6.2.)
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ii. Affordable Housing. Resale restrictions on affordable units built in compliance
with HCC Chapter 11 (see Policy HSG - 5.2).
iii. Street Standards. Connectivity standards (see Policy TRAN - 2.1), street standards
(see P oli cy TRAN - 3.1), and traffic calming standards (see Policy TRAN - 3.7).
iv. Wastewater. Priority sewer area (see Policy PUB - 4.4).
v. - 2 - 46 and
Policy TRAN - 6.1.
v. vi. Sensitive Resources. Survey of pote nti al sensitive resources (see Policy ENV -
1.5).
2. Rezoning
a. TND. Any project greater than 20 acres within the Kona UA may apply for the TND
Floating Zone.
b. Conventional Rezoning. Rezoning to other than TND, is subject to the following
guidelines:
i. Consistency wi th LUPAG. Refer to Policy LU - 1.3.
ii. Infill. Rezonings that promote infill are encouraged. The concept of infill is to
connect two or more pre - existing developments. Infill is usually associated with
small scale developments of 20 acres or less that ha ve been leapfrogged by the
surrounding or adjacent developments. Infill rezonings should be conditioned to
ensure connectivity to the surrounding developments and, where applicable, to
provide mixed - use opportunities to make the area more walkable.
iii. fie
or outside a TOD area designated on Figure 4 - 7 Official Kona Land Use Map, that
is not a TOD, TND, or infill shall require an amendment to the Kona CDP that
triggers HRS Chapter 343 En vir onmental Review Process .
c. State Land Use. Where a rezoning application meets the above criteria, the County shall
support a State Land Use Urban Boundary amendment for lands within the County Urban
Expansion Area.
Action LU 2.8a: Amend s Chapter 25 Zoni ng Code to create a TND overlay zone for existing zoned
lands within the specified residential and commercial zoning districts (Enacted by plan) .
Action LU 2.8b: Review subdivision and plan approval applications pursuant to requirements for
parks, housin g, street standards, wastewater, and concurrency (PD, on - going).
Action LU 2.8c: Review conventional rezoning applications pursuant to Policy LU - 2.8 ( 1 2 )(b) (PD,
on - going).
Objective LU - 3: Rural Area Growth Management. To preserve the rural character o f t he existing rural
towns, the agricultural lifestyle, and the open landscape.
Policy LU - 3.1: Redevelopment of Rural Towns as TODs/TNDs.
en couraged to be
redeveloped as TODs/TNDs. The master plan for a TOD/TND redevelopment shall should : a) identify the
site and appropriate design character of a transit stop or station, as applicable; b) identify other public
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Communication No. 2019-09
facilities that would enhanc e t he civic and economic vitality of these towns; c) encourage innovative
opportunities to provide affordable housing and live/work opportunities; and d) improve pedestrian -
friendliness of the streetscape. To the extent practicable, the TOD/TND master pla n s hall should follow the
intent of the Village Design Guidelines in Attachment B. The master plan shall should be the basis for any
comprehensive rezoning, capital improvement program, and/or business improvement district for facilities
or services.
Acti on LU 3.1a: Initiate community organization effort, including landowners, developers, and
public, on the opportunities of TODs/TNDs for each of the rural towns (R&D, PD, on - going).
Action LU 3.1b: Prepare town master plan(s) (PD, MT, town entity, 5 - 10).
Po licy LU - 3.2: Revitalization of Other Existing Rural Villages. Rural Villages such
- based revitalization master
plans that would serve as the basis for any comprehensive rezoning, capital improvement program, and/or
business improvement district for fac ilities or services.
Action LU 3.2a: Initiate community organization effort, including landowners, developers, and
public on the opportunities of TODs/TNDs for each of the rural villages (R&D, PD, 3 - 5).
Action LU 3.2b: Prepare village master plan(s) (PD , village entity, 5 - 10).
Policy LU - 3.3: Clustered Rural Subdivision Project Planned Unit Development (PUD). Provided a
PUD application for rural - or agriculturally - zoned land substantially meets the Clustered Rural Subdivision
Guidelines in Attachment C, the Planning Director Commission shall issue approval a recommendation ,
with or without conditions within sixty (60) days after acceptance of the application , and the appr oval shall
be considered a tentative subdivision approval according to Section 25 - 6 -
and Planning Commission Rules . All other requirements and procedures of a PUD shall be apply as set
forth in Article 6 of the Zoning Code.
A ction LU 3.3a: Amend s Chapter 25 Zoning Code and Chapter 23 Subdivision Code to est ablish
Clustered Rural Subdivision PUD (Enacted by plan)
Policy LU - 3.4: Clustered Rural Subdivision Guidelines. The Clustered Rural Subdivision Guidelines in
Attachment C apply to proposed subdivisions outside of the Kona Urban Area (UA) at the applicant
option . The intent of the guidelines is to minimize grading, preserve the natural appearance of the land to
the maximum extent possible, ensure agriculture use in the S tate Land Use Agricultural District, and create
a rural setting for residences. Tow ards this end, the guidelines shall, at a minimum, specify:
1. Minimum lot sizes;
2. Natural and cultural resources meriting protection and associated buffer areas, as applicable ;
3. Minimum standards for roads and wastewater disposal;
4. Legal tools for permanent pro tection, maintenance of open space, and/or agricultural lands;
5. Connections to the open spaces of surrounding areas.
Action LU 3.4a: Adopt s Clustered Rural Subdivision Guid elines (on - going).
Action LU 3.4b: Continually improve and refine the guidelines ( PD, DC, on - going).
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Action LU 3.4c: Work with State to allow individual home sites smaller than one acre on lands
classified as Agricultural so as to increase the flexibil ity of the Clustered Rural Subdivision
Program (PD, OSP, on - going).
Policy LU - 3.5: Encourage Clustered Rural Subdivision for IAL Lands Less Than 5 Acres. Any
subdivision of important agricultural land (IAL) lands involving 30 acres or more currently zone d at densities
between and including Ag - 1a to Ag - 5a and FA are encouraged to follow the Clustered Rural Subdivision
Guidelines in order to prevent sprawling, large - scale residential subdivision of these lands.
Action LU 3.5a: Review subdivision applicatio n for lands with existing zoning Ag - 1a to Ag - 5a and
FA pursuant to Policy LU - 3.5 (PD , on - going).
Action LU 3.5b: Work with landowners through the Design Center to encourage proposals
consistent with Clustered Rural Subdivision Guidelines (PD, on - going).
P olicy LU - 3.6: Subdivision on Agriculturally - Zoned Land Served by a Private Water Sy stem. When
granting any subdivision water variance served by a private water system to allow a subdivision involving
30 acres or more, a condition of the variance should b e to follow the Clustered Rural Subdivision
Guidelines. (Enacted by Plan)
Policy LU - 3.7: Farmworker Housing. Agricultural employee housing where the employee works a
minimum of 20 hours a week on a farm is permitted on agriculturally zoned lands where t he housing and
the farm are not on the same parcel.
Action LU 3.7a: Reviewing Ag ricultural Employee Housing proposals pursuant to Policy LU - 3.7
(PD, on - going).
Policy LU - 3.8: Rezoning Outside of Urban and Rural TODs and Outside of GP LUPAG Urban Area.
Rezoning of areas currently zoned agricultural, outside of the Urban and Rural TOD areas shown on Figure
4 - 7 Official Kona Land Use Map, and outside of urban designations on the General Plan LUPAG, shall not
be allowed, except in the following limited ci rcumstances: (1) the rezoning allows only a small number of
additional lots, consist ent in scale with the transfer of lots to family members, (2) the rezoning does not
create a net increase in the potential number of agricultural lots (such as a rezoning that increases potential
density in one area but also reduces density in another), o r (3) the rezoning is to permit a subdivision
consistent with the Clustered Rural Subdivision Guidelines, while preserving the majority of the property in
non - residential u se dedicated to agriculture, open space, or other conservation purposes, and does no t
have the primary effect of allowing subdivision into lots smaller than allowed by existing zoning. This policy
is intended to prevent the rezoning of agricultural proper ty to allow agricultural subdivisions where the
primary objective of the lot owner w ill be to have a residential estate.
Action LU 3.8a: Review rezoning applications with higher burden of justification pursuant to Policy
LU - 3.8 (PD, on - going).
Objective L U - 4: Pro - active Design Review. To foster a spirit of excellence, creativity and co llaboration
among the applicants, community, and County to meet the Kona CDP goals, objectives and policies.
Policy LU - 4.1: Design Center Establishment. The County Planni ng Department shall establish a Design
Center to accomplish the following objectives :
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1. To support and expedite the translation and implementation of the Kona CDP goals, objectives,
policies, actions, and design guidelines as applied to proposed development projects;
2. To be a catalyst for creative excellence and innovation;
3. To foster public - private partnerships;
4. To promote coordination and collaboration among the community, government agencies,
applicants, landowners, professionals, and educational institution s;
5. To provide education on best design practices to applicants, government staff, co mmunity
members, educators and students; and,
6. To award and recognize exemplary projects.
Although the Design Center will be administered by the Planning Department and staf fed by County
employees, the department may organize a technical committee of interd isciplinary volunteers.
Action LU 4.1a: As an option, consider budgeting and hiring independent contractor(s) to
determine the structure of the Design Center and to establ ish a pilot program. During this interim
period, the independent contractor will pr ovide recommendations to the Planning Director for land
use applications requiring Design Center review (PD, 1 - 2).
Action LU 4.1b: Create and fund positions to staff the Design Center (PD, 2 - 3).
Policy LU - 4.2: Mandatory Review. The Design Center shall review and approve provide
recommendations to the applicant prior to submittal of the application to the Planning Department for all
master plans prepared for floating zone s (TODs/TNDs, Affordable Housing, Eco - Industrial) and Clustered
Rural Subdivision PU Ds. Projects implementing these master plans, as well as any other project within the
Kona CDP planning area, are encouraged, but not required, to be reviewed by the Desig n Center.
Action LU 4.2a: Amend s Chapter 25 Zoning Code to require mandatory Des ign Center review
(Enacted by plan) .
Policy LU - 4.3: Expedited Permit Coordinated Processing. For projects reviewed by the
Design Center, a staff member of the Design Cent er may be assigned to coordinate and
expedite permit approvals for the proposed proj ect .
Action LU 4.3a: Assign and train staff (PD, 1 - 2).
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4.3 ENVIRONMENTAL RESOUR CES
The Environmental Resources section of the Kona CDP identifies objecti ves, policies, and actions to guide
entally sensitive areas. It will become important to
focus on creative solutions that protect the environment while allowing for growth, redevelopment, and
increase densit ies in strategic areas.
4.3.1 Existing Conditions
Mapping of various resources in the Ko na region has been on - going for many years. With advancing
computer technology, such Geographic Information System (GIS), much of the available information has
been incorp orated in computer databases. While the geographic detail made possible by such com puter
mapping gives the sense that such mapped information is comprehensive, accurate and reliable, it is not
always the case. The actual level of accuracy and reliability varies widely. It is important to continually
improve the state of knowledge and t rack changes by documenting the source and methodology of the data
collection.
The mapping data for the environmental resources collected for this plan come from the fol lowing sources:
1. Regulatory map with defined procedures to map and amend:
Flood Insur
Code Chapter 27)
2. Legally mandated inventories yet to be completed:
Trails e statewide trail and access program, the Department of Land
and Natural Resources i
wholly or partly on public or private lands and whether or not under the j urisdiction of the
- 3).
Historic sites The State Historic Preservation Division is required to develop an inventory of
historic properties (any structure or site over fifty years old) and burial sites (HRS Section 6E -
3).
3. Volunt arily compiled databases that lack a comprehensive management system for verification and
maintenance:
Critical Habitats: Although the U.S. Fish and Wildlife Service follows a formal procedure to
designate a critical habitat, there is no formal procedure to provide a map to the County permit
agencies;
Coastal Resources and Water Quality Monitoring Stations: GIS d ata on coastal resources
compiled by the University of Ha
) water
quality monitoring stations (Source: U.S. Environmental Protection Agency and DOH (State
GIS Program)
Anchialine Ponds: Data digitally representing occurrences of anchialine ponds that were
970 2000 (Source: National
Oceanic and Atmospheric Administration, National Ocean Service, Office of Respons e and
Restoration, Hazardous Materials Response Division (University of Hilo, Department of
Geography and Environmental Studies)
Native Habitats:
are animals, plants, and natural communities (ecosystems)
e
decline or incr ease in the number of individuals, recorded habitat and observed threats. The
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HNHP database includes four categories: Natural Communities, Speci al Vertebrates, Special
Invertebrates, and Special Plants. The HNHP database includes only rare occurrences. A
natural community is considered rare and imperiled if it is known from 20 or fewer localities or if
it covers less than 2,000 acres in the worl d. For plants and animals, the HNHP defines taxon
as rare if records indicate that its current distribution or abundance is limited, i.e. it is known
from 20 or fewer locations or fewer than 3,000 individuals have been observed in the wild.)
4.3.2 Overall Strat egy
People in Kona have a growing ecological awareness and respect for their diverse resources one that
must be translated into a commitment to protect and manage these resources. This commitment will only
be implemented by policies that are based on k nowledge about our diverse resources as well as on
humility that we do not know the full consequences of all th at we do and err on the side of caution
(precautionary principle), and on the understanding that all of us must assume some responsibility to do our
part.
The following strategy emerged from this attitude:
1. Managing our Impacts. The reasons to minimize hu man impacts on natural resources are many,
while many are yet to be known. Ecosystem services upon which our survival depends (e.g., clean
drink
clearly in the
the intrinsic value and interconnectedness of all natural systems should be expanded upon and
protected through education and intelligent land use policy. The Kona CDP
intended to limit both urban and rural sprawl and also serves to provide direct benefits toward
managing our resources.
a. Recognizing the Multi - Value Importance of the Mauka Lands. Before human contact, a band
of wet native forest t hrived, extending from sea level to 6,000 feet in elevation (Atlas of
Edition). Beside being a habitat for native species, this for
cleared for pasture or other purposes, much of the rainfall that would have been absorbed now
runs off the land surfac e. Recognizing the value of these mauka lands for its habitat, groundwater
recharge, and stormwater management values, the objectives are to encourage the preservation of
the forest that remains, the restoration of forest lands, as well as the innovative restoration of some
of the innate functions of the cleared lands (e.g., detention basins that mitigate surface flow and
promote groundwater recharge).
b. Turning Stormwater Management Into An Asset. If the mauka lands are able to mitigate some
of the surface stormwater runoff, there is still a challenge in managing stormwater runoff because
and undefined drainageways. The objective is to identify the
drainageways where the major stormflows would be directed, provide a buffer to the se
drainageways to account for our imperfect knowledge, and to design these drainageways to
function as recreat ional or open space amenities (e.g., linear parks).
c. Not Exceeding the Limits of the Groundwater Resource. Compared to the wet, windward side
of -
level groundwate r; the extent of which as a resource is uncertain. The objectives are to conserve
water, encourage alternative sources (e.g., reclaimed wastewat er) for non - potable uses, and
ensure adequate capacity of the County water system to serve the preferred growth areas set forth
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Communication No. 2019-09
in the Land Use element (see Section 4.6 Public Facilities, Infrastructure, and Services for these
policies that apply to the Co
d. Integrating the Coastal Resources. Kona is blessed with unique anchialine ponds, beautif ul
sandy beaches, abundant coral reefs, and clear nearshore waters. What we do on the land
impacts these coastal resources. The objectives are to manage the activities that are the major
source of pollutants that reach the coastal waters through groundwa ter seepage or surface runoff,
and to monitor the water quality to know when corrective action is in order.
e. Protecting Sensitive Resources. Besi des the mauka lands, there are other sensitive resources
that need to be protected through regulations and/or i ncentives. The first step is to classify what
i.e., unique, rare, fragile, providing an essential support service, or other
values. The second step is to develop a reliable inventory of these resources. This second step is
a co nsiderable challenge given the varying stage of accuracy and completeness of the available
information for each resource. Nevertheless, a centra l data gathering system needs to be
developed that continually improves the state of knowledge.
2. Managing Access as a Linked Network of Open Spaces. Not all open spaces should have
unrestricted public access (e.g., forest reserves, sacred sites). Where pu blic access is permitted,
(e.g., trails, bikeways). While reaffirming the Guiding Principle for expanded recreation opportunities,
the vision is also for residents and visitors to have the option to walk or bike to a beach or park, as well
as drive on a scenic route.
3. Prioritizing Limited Financial Resources.
a. Establishing Acquisition Priorities. The objective is to set clear priority criteria for land
acquisition based on significance, extent of public use, or the extent of restrictions on other private
use.
4. En suring Maintenance. Adequate funding shall should be budgeted for proper maintenance,
particularly for resources open to the public.
4.3.3 Goals, Obje ctives, Policies, and Actions
character
together with the built environment, developed in harmony with ecological principles, where
residents and visitors enjoy and interact w ith nature through a networked system that promotes a
healthy active lifestyle, and where the financial and mor al commitment reflects the high level of
caring that the Kona people have for the land.
Objective ENV - 1: Managing Impacts. In order to minimiz e impacts on the land, make use of best
management planning practices for any land - based endeavor by balancing public and private rights, and
taking advantage of an ever - improving knowledge of resource sensitivity and natural processes.
Policy ENV - 1.1: Ce ntral Environmental Resources Inventory. The County should be a central
repository of environmental resources GIS data (including the metadata documentation), assist in inventory
creation where there are data gaps, and assist in maintenance where there ar e no assigned maintenance
responsibilities.
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Action ENV 1.1a: Compile available GIS environmental data and make it available to the public (PD,
DATA, on - going).
Policy ENV - 1.2: Kona Mauka Watershed Management Program. The Kona Mauka Watershed
Management Program shall should shall
Highway (see Figure 4 - 8a). The purpose of this program is to synthesize the current knowledge of the
mauka lands resources, develop a viable action plan to coordinate the various public agencies an d private
owners, and serve as the basis for establishing an ecosystem services incentives program. Such a
program recognizes the ecosystem service value of our watershed and open space in our community to
protect values such as aesthetics and scenic vist as; water catchment and infiltration; carbon sequestration;
oxygen production; habitat enhancement and preservation; fire suppression and fuel load management;
soil conservation; preservation of cultural values; and, potential for additional public access and
recreational opportunities. The It is recommended that the action plan shall be prepared by the Kona
Mauka Watershed Partnership, whose membership shall include at a minimum the affected public agencies
and private landowners, a community representati ve(s), and the County.
The action plan shall be approved by the Kona CDP Implementation Action Committee (see Chapter 5).
The action plan shall should at a minimum address:
Existing Conditions physical characteristics, hydrology and water use, biological resources, land
ownership, existing land use and zoning;
water resources, native habitat, cultural resources, public access
and outdoor recreation;
Threats invasive species, feral ungulates, human activities, aquatic pollutants, w ildfire, climate
change;
Management Program cooperative private initiatives, government programs, designation of
suitable sending and receiving areas for density transfer, models of appropriate development,
certification system to determine eligible ecosys tem services incentives, grant administration.
Action ENV 1.2a: Organize the Kona Mauka Wa tershed Partnership (PD, 1 - 2).
Action ENV 1.2b: Budget and hire contractor to coordinate and prepare Kona Mauka Watershe d
Management Program (PD, 1 - 2).
Action ENV 1.2c: Implement Kona Mauka Watershed Management Program (PD, 3 - 5)
Policy ENV - 1.3: Publicly - Owned Mauka Lands.
be managed with a holistic, multi - purpose approach for habitat preservation, groundwater sou rce
protection, and stormwater management, as coordinated by a Kona Mauka Watershed Partnership, based
on a Kona Mauka Watershed Management Program. The objective is to reevaluate the need to broaden
and integrate the management of those lands currently under a more focused management program
ram for those public lands not
Action ENV 1.3a: Identify, inform, and educate affected public agencies to participate in the
preparation of the Kona Mauka Watersh ed Management Program (PD, 1 - 2).
Policy ENV - 1.4: Privately - Owned Mauka Lands.
eligible for ecosystem services incentives as set forth in the Kona Mauka Watershed Management
Program, provided the landowner actively participates in the Kona Mauka Watershed Partnership.
Ecosystem services incentives include, without limitation:
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Communication No. 2019-09
1. Government funding. Payments from Federal, State, or County sources for a conservation
easements;
2. Property tax credits for landowner s. A new ecosystem services assessment class would result in
minimum tax;
3. Grants. Grants administered by the Kona Mauka Watershed Partnership would be available to
help fund various ecosystem management activities such as constructing detention basins,
c ontrolling invasive species, mitigating wildfire threats, restoring native forests, and other activities
consistent with the Kona Mauka Watershed Management Program;
4. Government approval assistance. The Design Center staff shall may be available to resolve any
difficulties with obtaining approvals for ecosystem management activities, such as issues relating
Forest Legacy Program.
Action ENV 1.4a: Identify, infor m, and educate affected private landowners to participate in the
preparation of the Kona Mauka Watershed Management Program (PD, 1 - 2).
Action ENV 1.4b: Develop and establish ecosystems services incentives and a financing program,
through the Kona Mauka W atershed Management Program (PD, 1 - 2).
Policy ENV 1.5: Sensitive Resources.
and cultural resources shall be considered sensitive and therefore shall should be inventoried, as part of
any permit application to the County Planning Department (see Figures 4 - 8a to 4 - 8d):
Critical habitat areas as identified by the U.S. Fish & Wildlife or County General Plan;
Predominantly native ecosystems, which may not be considered endangered but are value d because
of their nearly pristine condition;
Anchialine ponds subject to a management Program addressed in Policy ENV - 1.10: Non - Degradation
of Anchialine Ponds;
High - level groundwater recharge area which shall initially be defined as all lands mauka of th e 1,500
foot elevation and which may be refined by the Kona Mauka Watershed Management Program;
Historic trails;
Archaeological and historic sites subject to protection under HRS Chapter 6E ; and,
Enhanced Shoreline Setback (see Policy LU - 1.5).
Any permit application that encompasses any of the above resources shall strive to should incorporate
these resources as assets. If a proposed project will have significant, unavoidable, adverse impacts to any
of the above resources, the presumption shall be denial of the application and the applicant will have the
burden of explaining any overriding considerations. The presence of any of these resources shall qualify
for density transfers through a planned unit development based on potential gross density allowed b y the
prevailing zoning. The protection or restoration of any of these resources shall should qualify for funding
from the Kona Treasures Fund (see Policy ENV - 3.3). (Enacted by plan)
Policy ENV 1.6: Ecotourism and Other Mauka Lands Development. On LUP AG Extensive Agricultural
lands, a special permit for an ecotourism - related or other non - agricultural use may be considered provided
the proposed project is consistent with the Kona Mauka Watershed Management Program and reviewed by
the Design Center. If the project involves residential lots, then the Clustered Rural Subdivision Guidelines
(Attachment C) should apply. Density transfers may be permitted between sending and receiving areas
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identified in the Kona Mauka Watershed Management Program, including between non - contiguous parcels,
as approved under the special permit or Clustered Rural Subdivision PUD process.
Action ENV 1.6a: Enact appropriate mechanisms pursuant to Policy ENV - 1.2 Kona Mauka
Watershed Management Program (PD, 3 - 5).
Policy ENV - 1.7: Flood Corridors.
ENV - 1.1) should include the Federal Emergency Management Agency (FEMA) Flood Insurance Rate Map
(FIRM) 100 - year floodplains, as well as planned natural flow ways identifie d by the Stormwater
Management Program (see Policy PUB 4.7), where predevelopment offsite excess runoff from existing
and future development will be directed. Collectively, the FIRM floodplains and the planned flow ways may
serve as open space amenities, such as linear parks and/or greenbelts between urbanized areas.
Action ENV 1.7a: Develop priorities and financing strategies to improve accuracy and
comprehensiveness of flood mapping (DPW, 2 - 3).
Action ENV 1.7b: Budget and hire contractor to study feas ibility of regional stormwater
management systems, such as flow ways (DPW, PD, 2 - 3).
Action ENV 1.7c: Identify corridors to be recommended for public open space pursuant to Policy
ENV - 2.2 Open Space Network Program (PD, DPW, 3 - 5)
Policy ENV - 1.8: Multi - P urpose Flood Corridors. If the flood corridor serves regional multiple benefits
the County should consider ownership and/or maintenance responsibility for the flood corridor, upon
request of the affected landowner. Owners may participate in an adopt - a - fl ood corridor program to
enhance the landscaping of the flood corridor fronting their property, preferably with appropriate native
Hawaiian plants.
Action ENV 1.8a: Establish guidelines for Adopt - a - Corridor Program (DPW, 1 - 2).
Policy ENV - 1.9: Setback Buff er from Flood Corridor. Improvements Proposed Adjacent to Drainage
Facilities. New construction, improvements to repetitive loss structures, and substantial improvements
proposed adjacent to drainage facilities outside of the special flood hazard areas id entified on the Flood
Insurance Rate Maps shall be subject to review and approval of the director of public works in compliance
with HCC 27 - 25.
Management Code sha ll be in compliance with Section 27 - 18(d)(5) (Ordinance 07 - 169).
Action ENV 1.9a: Supports Chapter 27 pursuant to Policy ENV - 1.9 (on - going)
Policy ENV - 1.10: Non - Degradation of Anchialine Ponds. Within the United States, these unique
habitats are only fo und in Hawai`i. Anchialine shall be eligible for the Kona Treasures Fund for restoration
and maintenance, subject to the preparation of a maintenance and water quality monitoring plan. As
wetlands, these resources merit heightened community vigilance for any violations of the federal law
relating to the disturbance of wetlands. (Enacted by plan)
Policy ENV - 1.11: Anchialine Ponds Management Program. The County shall should adopt the following
strategies:
1. Conduct an inventory of anchialine ponds in Kona.
2. Develop management policy:
a. Development projects must map anchialine ponds and monitor their physical, chemical,
and biological status
b. Management of anchialine ponds on development project land should include assessment
and removal of invasive species
c. No de velopment project should be approved that impacts anchialine ponds
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3. Develop education modules for anchialine ponds and signage for sites in Kona to educate the
4. Identify public/private funding mechanisms for t
Action ENV 1.11a: Budget and hire contractor to verify and update anchialine inventory and
prepare the Anchialine Ponds Management Program (PD, COE, 2 - 3).
Policy ENV - 1.12: Water Quality Monitoring Program. In r
coastal resource, a comprehensive system to monitor nearshore water quality shall should be established
for purposes of protecting public health as well as ecosystem health (particularly coral reefs) to supplement
monitored at stations which correspond to the popular water - contact recreational areas and the exceptional
coral reef habitats. The Water Quality Mo nitoring Guidelines shall be referenced when requiring water
quality monitoring as a condition of permit approval or in the establishment of a comprehensive Water
Quality Monitoring Program.
Action ENV 1.12a: Hire consultant to prepare Water Quality Monit oring Guidelines (PD, DPW, DOH,
2 - 3).
Action ENV 1.12b: Set up water quality monitoring station locations (PD, Community, UH Sea
Grant, DOH, 2 - 3).
Action ENV 1.12c: Organize and train community base water quality team (PD, Community, UH Sea
Grant, DOH, 2 - 3).
Policy ENV 1.13: Environmental Resource Management Education. A diversity of tools shall should
be sought to provide increased education and awareness on the part of our residents and visitors regarding
Actio n ENV 1.13a: Develop appropriate educational tools for residents and visitors and marketing
plan to use them (R&D, 2 - 3).
Action ENV 1.13b: Conduct educational workshops (R&D, 2 - 3).
Object ive ENV - 2: Open Space Network. To develop a networked system of a ppropriate access to all
significant open space resources that enhances opportunities for residents and visitors for recreational,
educational, subsistence, or gathering purposes.
Policy ENV - 2.1: Open Space Network Program. The purpose of the Open Space Network Program is to
recreational, educational, subsistence, or gathering purposes. The Program will should identify the
following:
i. Hubs and Links. Map the exi
s, scenic/heritage
corridors, public accessways, flow ways, and linear parks.
ii. Public Access Management. Address any special needs to manage access, such as ownership,
maintenance, and/or sensitivity of the resource.
iii. Public Areas. Identify areas that have high traffic which shall then receive special attention for funding,
maintenance, safety and educational signage.
Action ENV 2.1a: Budget and hire consultant to prepare Open Space Network Program (PD, PR,
OSP, DLNR, TNC, NPS, 1 - 2).
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Action ENV 2.1b: Coo
follows (PD, DLNR - PR, NPS, on - going):
1. Continue to enforce county and state laws requiring public access to and along the
shoreline as a condition of land use approvals. These trai ls may become official
components of the Trail.
2. Require that applicants conduct metes and bounds surveys of any historic trails and routes
that will be required as part of the land use permitting process to be preserved and that may
become part of the Trai l.
3. Encourage private landowners who have public access requirements as conditions of a
land use approval to execute an agreement with the NPS to include these areas in the Trail,
where appropriate.
4. Work with the NPS to identify public access easements with potential incorporation into the
Trail.
5. Work with the NPS to identify trail segments through county parks for incorporation into the
Trail.
6. Collaborate on the design and specific signage that identifies the route of the Trail,
particularly where is traver ses County Beach Parks.
7. Include the Ala Kahakai National Historic Trail (NHT) administrative office on the mailing list
for the Planning Commission.
Objective ENV - 3: Fiscal Commitments to Open Space. To affirm the commitment that expenditures for
open sp ace management are just as important as investment in hard infrastructure (e.g., water, sewer, and
roads).
Policy ENV - 3.1: Acquisition Priorities. To supplement the activities of the County Open Space
Commission, the Open Space Network Program shall iden tify high priority areas in Kona for public
acquisition, based on the following criteria:
a. Significant value;
b. Extensive public use;
c. Imminent threat by private development; and
d. Lack of alternative means of protection.
Action ENV 3.1a: Identify h igh priority areas for acquisition pursuant to Policy ENV - 2.1 Open
Space Network Program (PD, PR, OSC, DLNR, 1 - 2).
Policy ENV - 3.2: Maintenance Commitment. A variety of funding sources shall be pursued to
supplement, as necessary, existing government oper ational budgets to ensure a high standard of
Action ENV 3.2a: Develop a financing strategy as part of Public Facilities Financing Program (PD,
1 - 2).
Policy ENV - 3.3: Publi c/Private Partnership. To foster a public and private partnership of stewardship, a
Kona Treasures Fund shall should be established and administered by a non - profit entity to implement the
environmental policies set forth in this plan by supplementing any governmental funding. The non - profit
entity would enable individuals and/or businesses to contribute time and/or money tax - deductible monetary
contributions for environmental causes without sacrificing the resources to commercial use .
Action ENV 3.3a: Establish Kona Treasures Fund as tax deductible organization (PD, KCC, 2 - 3).
Action ENV 3.3b: Provide funding and staff support as well as public marketing campaign (PD,
KCC, 2 - 3).
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4.4 CULTURAL RESOURCES
In the Hawaiian language and culture, Kona is a tradi tional Hawaiian moku (district) on the leeward side of
the island. To , however, it is more than just a region or place; it is part of our being. In tradition
y Akua (our
Creator), and inherent in this trust comes kuleana (responsibility/obligation) to (care for) all that
gives ke ola (life), so that it may (be perpetuated). Today, this means to honor what has gone
before, be responsible for the present, and plan for the future.
In honoring the past, it is important to recognize the valuable lessons learned. One of these is the 7.
land use model of sustainability, whereby the land was divided into pie - shaped wedges -- broad
at the shoreline and narrowing in the uplands -- providing a good diversity of natural resources for its
inhabitants. Another is that of that calls for the responsible and respectful use of the land and
sea, including all the natural resources in and on it, in a manner that promotes their conservation and
perpetuation, so the present, as well as the future generation, may be able to enjoy them alike. Prior to
1778, Hawaiians lived and practiced these principles in a truly sel f - sufficient manner. Understanding and
practicing these important principles of resource management are vital to understanding the Hawaiian
cultural landscape and our place on it, especially when decisions are made which will impact that
landscape and the long -
relationship of humans with nature.
Historical Perspect ive
Liloa, Kona has been favored as a pla ce of residence by various ruling chiefs and their extended families.
This resulted in a large population of inhabitants who settled in villages mainly along the coast ( kulakai ),
particularly around bays and fishponds. Additional land uses occurred in th e middle zone ( ), which
supported temporary habitation and resource gathering between the makai (coastal) and mauka (upland)
areas; and, the upland zones ( wao kanaka ), which supported larger - scale agriculture and dryland and
lowland forests. Figure 4 - 9 depicts the traditional lands uses and zones extending from offshore areas to
the piko or summit regions.
To support these populations and settlements, an elaborate system of (foot trails) was
established between makai and mauka areas, and these intersected with the more lateral ala loa (long
trails) that ran between the moku . Many of these trails still exist and can be found today, although some
portions may have been altered, damaged or simply remain overgrown.
Collectively, the settlements in Kona were probably some of the most densely populated in the Hawaiian
Islands (U.S. National Park Service, September 1993) and, as a result, complex religious, social, and
political systems and structures had developed around them. Many cultural practices, such as the
Makahiki festival and other rituals for invoking rain and fertility, centered in Kona. Moreover, many ancient
traditions and mythological personages were ass ociated with Kona, such as the god Lono, who is credited
with introducing primary plant foods such as taro, sweet potato, yams, sugarcane, and bananas to the
Hawaiians.
Kona played a very significant role during the Kamehameha dynasty, and several definin g moments in
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Communication No. 2019-09
According to Kamakau (1961), when Kamehameha the Great was in his final years at Kamakahonu, the
coastal lands were part of a large royal center supporting the
the sparkle of lights reflected in the sea like diamonds, from the homes of the chiefs from Kahelo to
Following the death of Kameha meha I at Kamakahonu in 1819, his son Liholiho, succeeded him and, with
kapu (eating prohibition) at Kamakahonu. A short while later, Liholiho was challe nged by Kekuaokalani, the
Lekeleke. Tho
After the defeat of Kekuaokalani, the ancient kapu system was largely abolished, although some practices
continued long after that.
The following year and just a f ew months after the kapu system had been broken, the first Christian
erected in Kailua. Additional churches were then established throughout the district, a number of which still
remain in active service today.
After the death of Liholiho in 1825, Kauikeaouli became King Kamehameha III. His reign, which continued
until 1854, was the longest in the history of Hawaiian Monarchy.
The town of Kailua is one of
Hawaiian chiefs, including being the primary home of King Kamehameha I. This area has been described
by visitors in great detail. In 1823, when the English missionary, Wil liam Ellis, visited the area between
the sea - - 30, when
Reinecke surve yed the coastal areas of Kona, he made detailed notes on the large numbers of cultural
resources still remaining in those areas (Reinecke 1930).
w ith them are known and continue to be uncovered throughout Kona, especially in the lower elevations and
coastal areas
Hawaiian ranching history precedes, and is distinct fr
When Captain George Vancouver gave the gift of a few cattle to King Kamehameha I in 1793, he had little
idea how this single act would affect the history of Kona. Ten years later, an American gave a mare and a
stallion to Kamehameha I. The ranching history of Kona began with these two small introductions. After
bringing more cattle in 1794, Vancouver asked Kamehameha I to place a kapu on slaughtering them to
allow the herd to grow. Kamehameha I placed a kapu and also constructed a huge stonewall, th
to contain and protect them (Kona Historical Society, undated).
The mid -
Hawaiians and Chinese were hired to work on large coffee plantations. Later, P ortuguese, Fillipino,
came to Kona to work the lands.
Descendants of these workers remained in Kona and wove their lives together with the Hawaiian
incredible cultural landscape. Their mutual inter - dependence based on self - sufficiency, stewardship, and
sustainability provides us with a model for the future.
4.4.1 Existing Conditions
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The cultural landscape of Kona is multi -
not well understood. Nevertheless, it is this landscape that is at the heart and very na ture of the Hawaiian
culture; it is also that which is so vulnerable to the impacts of Western civilization.
In order to understand the concept of cultural landscape, it is important to have some knowledge of the
long - standing and valued cultural tradit ions and practices of the Hawaiian people, their relationship with
nature, and the importance of these to the sustainability of the culture for over one thousand years.
ssion on land use in
environment. Thus, Hawaiian culture does not have a clear dividing line of where culture ends and nature
begins. In a traditional Hawaii an context, nature and culture are one and the same. There is no division
all natural and cultural resources
are interrelated and culturally significant.
Cultural Resource Identifi cation, Determination, and Action
Kona has long been valued and known for its year - around mild climate, magnificent natural beauty, island
lifestyle, friendly people and ethnic diversity. Over the last 50 years, the Kanaka Maoli (Hawaiian) culture
has un dergone a true renaissance and interest in learning the traditions and customs of the host culture
has grown significantly.
To take responsibility for the present, the identity, scope and significance of valued cultural, historical and
natural resources which remain on and a part of the Kona lands today, and the extent to which traditional
and customary native Hawaiian rights, practices and beliefs are exercised and need to be determined.
Such a determination will provide direct information about the Ha waiian culture and convey a tangible and
unique sense of place and values, all of which are important to the present and future generations of Kona
residents and visitors alike. This, in turn, allows proper recognition and incorporation of the cultural
la ndscape into modern land use planning. By doing so, it values native Hawaiian traditional and customary
rights protected by the State constitution and further enables Hawaiian culture to thrive and perpetuate, as
ity Plan (January 2008).
Present Conditions:
ever increasing influx of new residents and visitors, the pace of this change has been more rapid,
especiall y with new coastal and upland development taking place. Despite these changes, many areas of
Kona still contain undisturbed historical and cultural resources which are significant and valued, not only by
the Hawaiian people, but the Kona community, as well . While some sites are well known, most sites are not
apparent and are only found during archaeological surveys. There is a need to enhance the contribution
that these sites can provide to the day to day lives of people in Kona, rather than merely creatin g database
inventories. At the same time, there is the issue of not disclosing the locations of sites for fear of looting or
damage by the curious public.
inten sively cultivated and yielded significant agricultural production. Portions of this field system have been
recorded and can still be seen throughout Kona today. Kona contains approximately 40 sites listed on the
National and State Historic Register. Mos t of these sites are of traditional Hawaiian origin and can yield
tural sites and resources
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Communication No. 2019-09
from the pre -
- known
structures at Kaloko -
al Historic
4.4.2 Overall Strategy
For the purposes of this plan, the Historic Sites Element of the County General Plan has been exp anded to:
The future well - d by policies in this
plan by recognizing:
1. The fundamental relationship between cultural resources and the natural environment, and
2. The urgent need to ensure their protection very early in the land use planning process.
Necessarily, this must involve com mitments by citizens who have knowledge of these resources
and by government representatives who have a direct role in the land use planning process itself,
including those who are charged with proper implementation and enforcement of process itself,
inclu ding those who are charged with proper implementation and enforcement of laws designed to
protect these resources. Protection of resources will be aided by incorporating the values and
philosophy of the ahupua a resource management system into land use pla nning and decision -
making).
In addition, there is a need to recognize the significant cultural and historic resources that are part of our
villages, an d our agriculture lands, such as the Kona Coffee belt.
landscape including:
Long - term protection and management of watersheds
Long - term pro tection and management of coastal resources
Protection and re - establishment of public trails
Preservation of rural, small town, country character/atmosphere
Retention of open space and prevention of urban sprawl
ement, adopted in 2005, includes a number of goals, policies
lacks the regional insight needed to build upon the cultural foundation for Kona. Whi le there is a sense of
the value of all ethnic groups who have come to Kona, information on the pre - contact and early - contact
eras remain largely undocumented and are in danger of being lost due to a lack of comprehensive planning
through a common, local k
a proactive role in the compilation of information on and management of our cultural resources, not just in
ounty will be able to supplement State
policies in the following areas:
Pursue community education initiatives about cultural traditions and resources
Establish/update inventory of cultural resources
Increase community interaction with cultural resources
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E ncourage the use and protection of mea kanu (native plants)
Promote the accurate and proper use of the Hawaiian language and traditional Hawaiian place
names
Revise, implement and enforce county policies/laws to protect resources
Uphold constitutionally p rotected rights
Establish funding sources directed toward Cultural Resource protection
The following Goals, Objectives, Policies, Actions will greatly enhance our ability to implement the goals
4.4.3 Goal s, Objectives, Policies, and Actions
Cultural Resources Goal: The multi - ethnic cultures of Kona are preserved, protected, and restored
in a manner that perpetuates those cultures and all aspects of the Aloha Spirit.
Objective CR - 1: Community - Based Progra m. Develop a community - based program to evaluate and to
processes to provide stewardship for these resources are lacking.
Policy CR - 1.1: Kona Cultural Resources Commission Committee (KCRC) (CRC) . The Action Committee
should work closely with the Cultural Resources Commission to implement shall create
the Kona Cultural Resource Committee. The KCRC shall assist in the implementat ion of
goals, policies, and actions for Kona, along with the General Plan . This Committee will be made up of
residents of Kona. Some of the duties of this KCRC shall include the following items including :
1. inventory of historic sites, trails, and buildings
2. Recommend that cultural resources, including trails and historic sites appropriate for public access
be included as part of the Kona CDP Open Space Network Program. Provide recommendations
for the County to purchase appropriate buffers surrounding these sites, and providing appropriate
tools for interpretation.
3. Recommend which cultural resources may not be appropriate for public access.
4. Assist in the identification, preservation and restoration of historic buildings.
5.
a. Assisting in the development of a joint program with the State and private property owners
to protect and/or restore sites on public or private lands.
b. Aiding in the de
landscape and resources.
c. Identifying funding sources, such as the Kona Treasures Fund and the County Open
Space Fund, to undertake actions designated in this plan.
d. Promoting the accurate and proper use of the Hawaiian language and traditional Hawaiian
place names.
e. Assisting in promoting public awareness, education, and the appropriate use of native
plants in public and private landscaping.
Action CR - 1.1.a: Establish the K CRC. The Kona Cultu ral Resources Committee C ommission
will include seven
members. County Council Members from District 6, 7, and 8 will each nominate two (2) individuals,
and the Mayor will nomin - term residents of Kona
and knowledgeable in Hawaiian history and/or cultural practice and tradition. Each shall be
confirmed by the County Council. (PD, 1 - 2)
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Communication No. 2019-09
Action CR - 1.1b: Identify by GPS coordinates all existing historic trail alignments that (a) have been
recommended for preservation by SHPD, (b) appear on historic maps and/or are known by oral
tradition, and incorporate these into the County GIS database (PD, K CRC, SHPD, NPS, 1 - 2)
Action CR - 1.1c: On a continuing basis, identify by GPS coordinates, all cultural resource sites
recommended for preservation by SHPD and K
K CRC, SHPD, 1 - 2)
Action CR - 1.1d: Budget sufficient County funding to provide for a dministrative and technical
support for K CRC to complete its duties listed in Policy CR - 1.1 (PD, K CRC, 1 - 2)
Action CR - 1.1e: Establish a work plan to accomplish the duties in Policy CR 1.1 ( K CRC, PD, 1)
Action CR 1.1f: Prepare Cultural Landscape Rep ort. ( K CRC, PD, 1 - 2)
Objective CR - 2: Funding of Kona Historic Resources Programs. In addition to budgeting general fund
shall should seek and participate in programs that can provide resources
serving to protect and enhanc
The federal government offers one source of preservation grant funds to local government agencies that is
administered and distributed through the State Division of Historic Preservation. Known as Certified Local
Government (CLG) funds, these monies are provided to the state by the federal government with the
express purpose that they be distributed to support preservation projects engaged in by local governments.
Typically, CLG funds help pay for historic site surveys and other studies and
County becomes qualified as a CLG, it will become eligible to apply for funding to complete studies of the
historic resources in Kona and throughout the County.
Policy CR - 2.1: Certified Local Government. The County shall seek maintain the CLG status as Part of
Commission ( HC CRC) which shall be comprised of a representative from each CDP .
Action CR - 2.1a: The C ounty shall apply for maintain certification as a CLG under the National
Historic Preservation CLG Program in order to be eligible to apply for and receive preservation
funding administered by SHPD ( K CRC, PD, 1 - 2).
Policy CR - 2.2: Regulatory System. The C ounty shall should examine interrelated responsibilities,
identify weaknesses in the current programs, and make recommendations for improving programs
regulating and protecting cultural resources and historic sites. This may result in recommendations for
changes in policy County - wide or specifically to the Kona CDP.
Action CR - 2.2a: The County shall convene a workshop(s) that would include government agency
representatives, cultural representatives and other stakeholders to review and make
recommendations on the current programs intended to protect cultural resources and other historic
sites ( HC CRC, 3 - 5)
Action CR - 2.2b: The County shall recommend amendments to appropriate ordinances to
incorporate the stewardship and protection of historic sites, building s and artifacts (Grubbing and
Grading, Subdivision Code) ( HC CRC, 3 - 5)
Action CR - 2.2c: The County shall recommend amendments to appropriate ordinances to
incorporate the appropriate use of native plants in the landscaping of public facilities such as
scho ols, government buildings, and parks. ( HC CRC, 3 - 5)
Objective CR - 3: Preservation of Kanaka Maoli Culture and Island Values. Ensure that our Kanaka
Maoli and island values and cultures are preserved and perpetuated.
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Communication No. 2019-09
The following is from the Strategic A
Plan.
Policy CR - 3.1: Honor Kanaka Maoli culture and heritage. The Kanaka Maoli culture is the foundation
ported and that this part of
our culture is perpetuated. The success of this endeavor will ensure that the way of the Kanaka Maoli will
guide our actions and behaviors in the years ahead.
Action CR - 3.1a: Ensure the existence of and support for public and private entities that further the
betterment of Kanaka Maoli (public and private agencies, on - going).
Action CR - 3.1b: Increase fluency in Kanaka Maoli language. It is one of the official languages of
- going).
Action CR - 3 .1c: Sponsor cross - sector dialogue on Kanaka Maoli culture and island values (public
and private agencies, on - going).
Action CR - 3.1d: Protect Kanaka Maoli intellectual property and related traditional knowledge
(public and private agencies, community, S HPD, on - going).
Action CR - 3.1e: Provide Kanaka Maoli cultural education for residents, visitors and the general
public (public and private agencies, community, on - going)
Policy CR - 3.2: Preserve and perpetuate our Hawaiian and island cultural values by c elebrating our
cultural diversity and island way of life. Our diversity likewise defines us. Ensuring that our cultural
practices flourish through language, dance, song, and art is crucial to sustaining who we are as a people.
We must protect and nurture all aspects of our diverse history, traditions and cultures.
Action CR - 3.2a: Increase the number of educators who teach cultural and historic education
(public and private agencies, community, on - going).
Policy CR - 3.3: Enable Kanaka Maoli and others to pursue traditional Kanaka Maoli lifestyles and
practices. We must provide opportunities to those who want to pursue and perpetuate the way of the
Kanaka Maoli.
Action CR - 3.3a: Provide Kanaka Maoli mentors with opportunities to pass on Hawaiian culture an d
knowledge to the next generation of Kanaka Maoli and others. The power of wisdom comes from
communication (public and private agencies, community, on - going).
Action CR - 3.3b: Perpetuate Kanaka Maoli food production associated with land and ocean
tradit ions and practices (public and private agencies, community, on - going).
Policy CR - 3.4: Provide support for subsistence - based businesses and economies. We must create
opportunities for the Kanaka Maoli practice of subsistence - based businesses and economies , and remove
the hurdles to their start - ups and development. Such traditional cultural practices are an economic
alternative to Western forms of trade and commerce. Subsistence fishing, gathering, hunting and farming
are examples of subsistence - based econ omies that are viable.
Policy CR - Integrate the values and principles of the
Action CR - action plan for the Kona Mauka Watershed
Management Program (Policy ENV - 1.2).
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4.5 H OUSING
The Housing section of the Kona CDP identifies objectives, policies and actions to guide the development
of affordable housing in Kona. Over the past decade, housing ava ilability, including affordable housing, has
accompanied by parallel growth in affordable housing construction. The cost of housing construction; the
price of land, and the second home market all contribute to the lack of affordable housing opportunities.
The availability of safe and decent housing for all segments of our community is at the center of what it
takes to sustain a healthy community. Access to a range of available housing affords the opportunity for
our community to be ethnically, professionally and age diverse. It is the core of a strong, vibrant
community. A continuum of housing options shall exist, including housing for homeless and disable d,
housing for the elderly, affordable rental housing, and affordable home ownership. Housing types should
be located to create a mix of housing opportunities for individuals and families.
4.5.1 Existing Conditions
In 2006, SMS Research & Marketing Services
Housing Policy Study, 2006 (February 2007) that reviewed various housing issues throughout the State of
H - wide and not district - specific.
As the population increases, new households are formed and the need for housing increases. If the rate of
housing production keeps up with population increas e, then housing availability will be sufficient to handle
increase of 4.3% in total housing units, while having a 2.7% annual population increase during the s ame
period (see Table 4 - 2) (SMS Research & Marketing Services, Inc., 2006).
Although home construction has outpaced population growth, ironically, this County, and particularly Kona,
has a housing crisis. The production of new homes has been skewed to the upper income. As the real
- of - state demand has increased
and has pushed home prices to record highs. In this County, nearly 10% of the single - family homes and
16% of the condominium units were owned by persons from outside the State (SMS Research & Marketing
households has dropped from 92% to 86.8%, reflecting the recent trends for increased resort development,
increased out - of - state real estate purchases, increased number of second homes, and the conversion of
residential units for visitor use. (SMS Research & Marketing Services, Inc., February 2007).
Housing prices and rents in 20 06 have been at historic highs. The chart to the left shows that the
Countywide rate of increase in median price for sales prices and rents from 2003 to 2006 has been
unprecedented (SMS Research & Marketing Services, Inc., February 2007).
An enormous impa ct of rapid price run - ups and lower affordability is an increase in the number of
households with inadequate housing. Inadequate housing can be defined as including households affected
by pent - up demand, doubling up, and homelessness. Other impacts of th e lack of affordability include an
increase in the number of young families moving out of the County, shortage of workers, and workers
commute to their job s in north Kona and Kohala. Kona not only has a shortage of housing for families
below the median income of the area, but also has a shortage of housing for many moderate - income
households that affects the ability to recruit and retain essential community personnel, such as police
officers, fire fighters, teachers, medical support, and civil servants.
- sale or rental unit affordable to a household
here the housing costs (e.g., rent or mortgage and
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utilities) would not exceed 30% of the household income. The qualifying household income depends on
household size (see Table 4 - 3 for the 2006 Affordable Housing Income Guidelines). Based on 30%
housing c osts at an assumed interest rate, Table 4 - 4 shows the 2007 affordable sales price and rents.
The affordability ratio is the ratio of the affordable housing price to the median home price. A ratio of 1.0
means the median market price is at a level afforda ble to the median income household, less than 1.0
means the median market price exceeds the affordable price, and greater than 1.0 means the median
affordability ratio dropped from affordable (over 1.10) in 2002 to very unaffordable (about 0.70) in 2006
(SMS Research & Marketing Services, Inc., February 2007). The Housing Study projects that the median
price has peaked and the affordability ratio sho uld start to improve to about 0.80 by 2010.
4.5.2 Overall Strategy
The market forces and cost of infrastructure in Kona has driven the price of homes skyward. Without
intervention, the market will deliver affordably priced homes further and further away from employment job
centers, resulting in long commutes for the workforce. Affordable housing within the urban core is essential
to maintain and enhance an economical and viably diverse community. The market also does not
adequately meet special housing needs . Intervention strategies are long overdue and need to be
coordinated with existing island - wide initiatives.
Existing island - wide initiatives include:
Affordable rental property tax incentives. Property tax incentives are in place to encourage
landlords to offer affordable rents (HCC Sections 19 - 2 and 19 - 53);
Density bonus. The inclusionary zoning requirements in HCC Chapter 11 provide a density
bonus where a developer who is required to meet the 20% affordable housing requirement is
entitled to a 10% d ensity bonus and 10% reduction in lot size from what is permitted under the
existing zoning (HCC Section 11 - 8).
property. A bill, now being drafted, proposes to amend HCC Ch apter 11 to apply the affordable
housing requirements to subdivision applications for existing zoned property.
Homebuyer education program. The County Office of Housing and Community Development
to provide an island - wide
homebuyer education program that includes the following: financial literacy (setting financial goals,
preparing budget plans, saving for homeownership, understanding credit), shopping for a home
(identifying needs, tenancies and tenure, referrals to lenders and realtors), and post - purchase
counseling (basic maintenance and repair, predatory lending, mortgage delinquency counseling).
The County established this 501(c)(3) non - profit
corporation to develop housing projects and provide technical or financial assistance to other non -
profits.
The overall strategy builds on these on - going initiatives and structures a partnership where all sectors are
asked to contribute towards finding solutions to t he very complex problem of affordable housing for
landlords to consider affordable rentals, for private developers especially to help meet the needs of our
workforce population, for the public sector and non - profits to share the burden of providing housing for the
lower income, and for the community to support these efforts with donations, time, and awareness.
The primary target groups for housing assistance includes three sectors:
1. Low - income households (<80% median income): Since this group will find it very difficult to
support a market rate mortgage to buy a home, the focus is to expand self - help housing program
opportunities, build more new rental units (primary responsibility of government and non - profits),
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encourage affordable rentals of existing units through property tax incentives, and provide
supplemental assistance for the Section 8 rental subsidy;
2. Moderate - income households (80 to 180% median income): To enhance homeownership
opportunities, the focus is to provide incentives for non - profit housing entities and private
developers, to optimize the use of suitable government land for affordable housing projects, to
enhance the first -
and to keep these affordable units aff ordable upon subsequent sales through deed restrictions; and
Elderly and disabled: To encourage private developers to build more units appropriate for
the elderly or disabled, bonus incentives are provided; to assist the elderly and disabled
evaluate hous ing choices in relation to their special needs, a one - stop information and
counseling center is proposed.
As a framework to focus the efforts, the strategy involves the following plans:
1. Build Units.
Research and Develop an Affordable Housing Floating Zone PUD. Provide Zoning
Incentives for Kona. As an incentive to the private sector, an affordable housing floating
zone should be researched as a policy tool that would expedite rezoning for property less than
15 acres within the Kona Urban Area.
Encourage In novative Redevelopment within Existing Villages. Existing building codes
may pose obstacles to rehabilitation of existing buildings or innovative new construction. A
central point in government (the Design Center) would assist in identifying and resolvin g case -
specific problems and opportunities.
Identify and Facilitate the Use of Suitable Public Lands. The use of public lands for
affordable housing significantly reduces the land cost of developing such housing.
Promote Accessory Units. Accessory units
affordable rentals, this would be an incentive for more homeowners to consider creating
affordable accessory units.
Offer Pre - Approved Affordable Designs. Small landowners or contractors could be
encouraged to build affordable units if pre - approved plans for starter homes, accessory u nits,
or other housing types were available at nominal or no cost.
2. Maintain the Affordable Inventory.
Keep Some Units Perpetually Affordable. In a down market, the homes with restrictions are
hardest to sell. But unless restrictions are imposed, as soon as the market turns, the prices
will quickly escalate beyond the affordable range. Even in an up market, restricted homes that
offer better quality for the price as a result of subsidies and/or the reduction of the land cost
through a lease arrangement ma y be able to compete with unrestricted market homes.
Government or non - profits should take the lead to develop and administer the perpetually -
affordable inventory.
Replace the Displaced. For redevelopment projects, if there are any existing affordable un its
within the project area, the redevelopment project shall provide units comparable in number
and affordability.
Renovate Under - Used Existing Rental Housing. Encourage repair, renovate, or redevelop
existing public housing or multi - family private units.
3. Increase Buying and Renting Capacity.
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Address Workforce Gap Group Needs. A segment of the population earns too much to
qualify for affordable housing programs, yet too little to buy or rent decent housing close to
their place of employment. These are yo ur teachers, police officers, fire fighters, mechanics,
and other moderate income households. In an area such as Kona, where ordinary homes are
e expanded to include this group to qualify for appropriate assistance.
Enhance Buying Capacity. There are various means to help a prospective buyer to qualify
for a mortgage, such as no - down - payment loan or low - interest loan for the down payment;
locatio n - efficient mortgages that give credit for reduced transportation costs when locating
closer to work; and energy - efficient mortgages that give credit for energy - saving designs that
reduce monthly utility costs.
Enhance Renting Capacity. are too high to qualify for Section 8
assistance. A supplemental subsidy source could reduce the number of returned Section 8
vouchers.
Provide Education and Counseling. To become a homeowner requires financial knowledge
and good credit. An effective e ducation and credit counseling program is essential in
qualifying buyers and assuring that they are responsible homeowners.
Raise the Workforce Earning Power. Community involvement is necessary in order to
create and sustain a quality educational system. Only by increasing the learning capabilities
and practical skills through our educational system can we shift upward the percentage of
Kona residents who earn enough to buy a home. For this reason, the policies and actions
related to workforce developmen t (see Policy ECON - 1.4) are pertinent to housing.
4. Address Special Needs.
Elderly and Disabled. Even for those who are able to afford long - term care, choices are
lacking. To stimulate the supply, developers would be allowed to receive additional credit fo r
assisted living and other types of special housing which apply to the specific needs of the
elderly and disabled, respectively. A one - stop center to provide information on housing
choices is direly needed (see Section 4.6 Public Facilities, Infrastructu re and Services).
Single - Single - resident occupancy units, which are
dormitory - like structures, are particularly suitable to single farm workers and commuting resort
workers who need a place to stay during the work week. Because of the predominance of
these types of workers in Kona, developers are expected to meet their needs.
Farm workers. To encourage more farm worker housing, a policy interpretation of the zoning
code will may allow farm workers to live on a different farm than where they work.
Homeless. The Kona Housing Trust Fund, discussed in Policy HSG - 1.2, will provide proposes
an additional source of funding to meet emergency needs to abate homelessness and to
increase the supply of homeless shelters.
5. Create a Fu nding Source and Housing Advocate.
Turn the Second - Home Market into an Ally.
booming second - home market on the construction costs and sales prices of homes, ensure
that resort residential development either build a ffordable units (onsite or offsite) or pay in - lieu
fees.
Establish a Non - Profit Corporation and Trust Fund. Establish a Kona Housing Trust Fund
to be administered by a Kona - based board of directors. This fund could be a repository for
HCC Chapter 11 in - l ieu fees, shared appreciation proceeds, and other designated sources.
The fund would be used to finance or provide a match to subsidize land acquisition, water
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commitment fees, predevelopment activities, infrastructure improvements, and other related
acti vities. The Trust could also facilitate matching developers who hold affordable housing
credits with those who need credits to satisfy their HCC Chapter 11 affordable housing
requirements.
6. Monitor Market Conditions and Need. re unique to the rest of the
County, justify the need for regional - specific data to nimbly respond to changing needs and market
conditions. The Kona Housing Trust Fund is the funding source for data collection spearheaded by
the Kona Housing Non - Profit.
4.5.3 G oal, Objectives, Policies, and Actions
Housing Goal: Diversity of housing choices for all segments of the population close to places of
employment and/or daily needs.
Objective HSG - 1: Create Local Funding Source. To establish a non - profit entity and fun ding source to
County.
Policy HSG - 1.1: Kona Housing Non - Profit. The Kona CDP Implementation Action Committee (see
Section 5.2.1 Organizational Struct ure and Membership) shall designate should advocate for the creation of
an existing non - profit corporation, or create a new non - profit corporation, to carry out the Housing policies.
The board of directors for this Kona Housing Non - Profit shall should be Kona - based. Besides
administering the Kona Housing Trust Fund, this non - profit shall should carry out other responsibilities
specified in this plan.
Policy HSG - 1.2: Kona Housing Trust Fund. The Kona Housing Non - Profit shall should establish a Kona
Hous ing Trust Fund. The potential funding sources to be coordinated with the County include linkage fees,
which are funds contributed by companies requiring large numbers of employees, in - lieu fees, shared
appreciation proceeds, charitable contributions, and others. The fund would be used as authorized by the
Kona Housing Non - Profit, including without limitation, down payment assistance to first - time homebuyers,
supplemental Section 8 subsidy, supplemental homebuyer education and counseling, homeless shelters,
emergency rent, and data gathering.
Objective HSG - 2: Monitoring Housing Conditions. To gather Kona - specific data in order to adjust to
changing needs and market conditions.
Policy HSG - 2.1: Data Gathering. The Kona Housing Trust Fund may be used to fin ance annual
gathering of relevant data, as determined by the Kona Housing Non - Profit, including, without limitation, the
following:
1. To evaluate whether adjustments of target groups are necessary:
a. Median income for North and South Kona residents;
b. Median hom e sales price for North and South Kona;
c. Median rental for North and South Kona;
d. % own vs. % rent.
2. To evaluate current need for affordable units:
a. Number of affordable rental units and vacancy rates (Section 8 rent units or receiving
property tax break);
b. Nu mber of returned Section 8 vouchers;
c. Number of perpetually affordable (controlled appreciation or leased) units and vacancy
rates;
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d. Number of affordable units sold at market price (due to lack of demand for restricted
affordable unit);
e. Number on waiting lis t for government housing.
Objective HSG - 3: Increase Buying and Renting Capacity of Target Groups. To assist the lower
income groups in obtaining decent housing and to enhance the opportunities of first - time homebuyers.
Policy HSG - 3.1: Homebuyer Educatio n and Counseling. The Kona Housing Non - Profit will should
have the authority to
appropriate and meaningful outreach to educate prospective first - time Kona homebuyers on strategie s to
save money, finance mortgages (including the potential rental income of an accessory unit), rehabilitate
credit, and other pertinent subjects.
Policy HSG - 3.2: First - Time Homebuyers. The Kona Housing Non - Profit (see Policy HSG - 3.4 below) will
should have the authority to finance programs to assist first - time Kona homebuyers, thus supplementing
available county, state, or federal programs.
Policy HSG - 3.3: Low - Income Renters. The Kona Housing Non - Profit will should have the authority to
finance a pr ogram to supplement the Section 8 subsidy to pay security deposits, or provide other
assistance, in order to minimize the number of returned vouchers.
Policy HSG - 3.4: Employer - Assisted Rental. The Kona Housing Non - Profit will should have the authority
t o assist employers who provide rental assistance to their employees for onsite housing or housing within
five (5) miles of the place of work by locating rental units and expanding recruitment advertisements.
Objective HSG - 4: Build More Units. To build mo re units that offer a variety of housing types, tenures,
and affordability.
Policy HSG - 4.1: Public Sector and Non - profits Primarily Responsible to Meet Needs of Lower -
Income and Middle - Income Renters. Because affordable rents cannot usually fully pay for the actual
cost s to develop a rental project , the private market cannot be relied upon to deliver these types of projects.
Therefore, public housing projects and projects using public lands or financing shall should devote a
significant percentage of the residential units to meeting the needs of middle - income renters (50 to 100% of
median income) and lower - income households (less than 50% of median).
Policy HSG - 4.2: Workforce Housing. Because of the higher market sales prices in Kona, relative to the
o ther parts of the island, even the workforce group (up to 180% of median income) has difficulty finding
housing close to work. Therefore, a developer of a housing project in Kona may earn an affordable
housing credit of 0.25 for every completed for - sale d welling unit affordable for qualified households earning
120 - 180% of median, provided that this provision shall be superseded by any subsequent amendment to
Chapter 11 relating to Countywide standards for workforce housing.
11 - 5 - (c) Affordable housing cred its.
The developer shall earn affordable housing credits as follows:
(1) Sale of completed dwelling units affordable to qualified households earning 120 - 140% of median: 0.5
credit per unit;
Policy HSG - 4.3: Research and Develop an Affordable Housing Float ing Zone PUD . In recognition of
the critical affordable housing needs in Kona, a project that meets the following criteria shall would qualify
as an affordable housing floating zone:
The project is located in the Kona Urban Area;
The project area requir ing rezoning totals less than 15 acres;
The project is served, will provide, or has commitments to provide all necessary infrastructure in a
timely manner;
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The project consists predominantly of residential uses and at least 80% of the residential units wil l
be priced to be affordable;
The application includes a form of a declaration of covenants that requires 80% of all residential
units built on the subject property to be affordable under the definition of HCC Chapter 11 Housing
(including workforce), in w hich the declaration shall incorporate by reference the Affordable
Housing Agreement referenced below and recorded upon rezoning approval;
The application includes a draft Affordable Housing Agreement setting forth the terms of sale or
rent, resale restric tions, and other terms, which Agreement shall be finalized and executed
between the applicant and the County Office of Housing and Community Development prior to
enactment of the rezoning ordinance.
A project meeting the above criteria sh ould entitle entit les the applicant to the following:
The application shall be reviewed with a rebuttable presumption that the project furthers the intent
of the zoning code and is consistent with the goals, objectives, policies, and action of the General
Plan and the Kona CDP;
The application for State Land Use reclassification, as appropriate, shall be processed concurrently
with the rezoning application;
be 60 days,
respectively be consis tent with Planning Code and Procedures ;
The project shall should be exempt from fair share (or impact fees) conditions;
If 100% affordable, the project in concurrence with the Design Ce nter may preempt planning
standa rds pursuant to HRS Section 46 - 15;
The project may qualify for any available subsidies from the County, Kona Housing Trust Fund, or
other sources to pay, in whole, or in part the water commitment fees.
Policy HSG - 4.4: Housing Variety and Suggested Unit Credits for other Affordable Housing Proj ects .
The housing in TODs and TNDs shall should be designed to mix the types, tenures, and affordability at the
block level, to the extent practicable. An additional credit of 0.5 (beyond the credits specified in HCC
Section 11 - 5) shall be recognized for senior or disability housing units (e.g., assisted living) and affordable
live - work units (see Table 4 - 5).
Table 4 - 5
Housing Credit
Percentage of Affordable Elderly, disable, or
median housing credit Lie - Work Unit
household per HCC
C redits
income Section 11 - 5
120 140 - 180% 0.25 0.75
(proposed)
120 - 140% 0.5 1.0
Dwelling
Unit 100 - 120% 1.0 1.5
80 - 100% 1.5 2.0
80% 2.0 2.5
80 - 100 1.0 1.5
Rental
Unit
60 - 80% 1.5 2.0
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60% 2.0 2.5
Policy HSG 4.5: Innovation Encouraged for Redevelopment Projects. In Kailua Village, or the Rural
Towns and Villages, landowners or developers who wish to develop affordable housing by rehabilitating or
adapting an existing building, building a new infill building, or providing such housing above a commercial
establishment may bring their proposal to the Design Center. The Design Center shall assist with any
building code, zoning code, or other permitting issues to facilitate and enable the construction of such units.
The level of assistance, such as permit coordination o r subsidy financing, may increase proportionate to the
number of committed affordable units.
Policy HSG - 4.6: Accessory Units.
increase the supply of rentals. For TODs and TNDs, any provisions in the Project District rezoning
ordinance relating to accessory units may preempt the zoning code ohana dwelling provisions (HCC
Chapter 25, Article 6, Division 3). For existing residences in conventional zoning districts that want to add
an accessory u
Policy HSG - 4.7: Pre - Approved Affordable Housing Designs. The Kona Housing Non - Profit (see Policy
HSG - 1.2) shall may pay for the design of standard accessory units, starter homes, and other appropriate
housing types. The County will consider should expeditiously issue building permits for pre - approved
designs. These designs shall be available to interested individuals or professional builders at nominal or no
cost.
Policy HSG - 4.8: Research and Develop D ensity Bonus Increase for Affordable Housing. The
developer shall be granted a 1:1 density bonus over and beyond the 10% density bonus in HCC Section
11 - 8 for each affordable housing unit that exceeds the affordable housing requirements, up to a maximum
30% density bonus.
Objective HSG - 5: Maintain Affordable Housing Stock. To maintain an inventory of affordable units to
meet present and future needs, while providing some opportunity for homeowners to upgrade their housing
condition through equity appreciation.
Policy HSG - 5.1: Perpetually Perpetually Affordable Units. Public agencies and non - profits that
develop or own affordable housing units shall utilize methods, such as leasing or controlled appreciation, to
ensure that sales prices o f these units remain perpetually perpetually affordable.
Policy HSG - 5.2: Privately - Constructed Affordable Units. For private projects subject to affordable
housing requirements, the Kona Housing Non - Profit or other non - profit shall have a first right o f refusal to
10% of the required affordable units. All affordable units shall remain affordable for 40 years. No
restrictions may apply after 40 years based on the rationale that newer homes will replace these older
homes in the affordable housing stock. During the resale - restricted period, the level of restriction shall
meet the following minimum requirements:
1st 20 years: The affordable units shall have a minimum 20 - year controlled appreciation
restriction (cost of improvements plus appreciation base d on the Honolulu Consumer Price Index;
After 20 years: The owner may sell the property at market value with a shared appreciation with
the County or Kona Housing Non - Profit at 50%;
Right of First Refusal: After 20 - years, the Kona Housing Non - Profit shal l have the right of first
refusal to purchase the unit;
Owner - occupancy: During the resale - restricted period, affordable units must shall remain owner -
occupied or rented out by the owner at an affordable rate as certified by the County real property
tax d i vision pursuant to the affordable rent provisions in HCC Chapter 19.
Policy HSG - 5.3: Redevelopment Shall Not Displace Affordable Units. Where there are concentrations
of existing affordable units, redevelopment plans or projects shall ensure that units c omparable in number
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and affordability to the existing units are provided in the new project, with priority given to displaced
residents to purchase or rent.
Policy HSG 5.4: Renovate Under - Used Existing Rental Housing. For public housing, the County sha l l
should explore privatization or other options with the responsible public agency if the responsible agency is
financially unable to property properly maintain the affordable units. For Kona, a developer may earn
affordable housing credits under HCC Cha p ter 11 Housing to rehabilitate public housing rental units or
units within a multi - family rental complex owned by a non - profit, with the number of credits earned
comparable to the costs the developer would have incurred for construction of new rental unit s .
Objective HSG - 6. Address Special Needs. To address the needs of special groups who are not
normally provided for in the free market system.
Policy HSG - 6.1: Elderly and Disabled. Information services on housing choices to the specific needs of
the el d erly and disabled (including caregivers) as well as potential providers, shall should be provided by a
one - stop information center coordinated through the Office of Aging (see Policy PUB - 3.2).
Policy HSG - 6.2: Homeless and Emergency Rent. The Kona Housin g Trust Fund may finance the
construction or operation of homeless shelters, and supplement or create an emergency rent program to
provide short - term (no more than six months) assistance to low - income households who face potential
homelessness as a result o f unemployment, medical payments, or other unforeseeable causes.
Policy HSG - 6.3: Single - Resident Occupancy (SRO) Units. Recognizing that commuting resort workers
often prefer an affordable place to stay overnight during workdays and return home on the o ff - days, that
developers and government housing agencies are encouraged to provide such units in their mix of
affordable housing units.
Policy HSG - 6.4: Farm Worker Housing.
for greater food sustainability, farm worker housing shall be a permitted use on agricultural lands where the
tenant farm worker does not have to work on the same parc e l where the farm worker housing is located. A
policy interpretation of the zoning code in conjunction with H R S 205 (relating to farm work housing) may
allow farm workers to live on a different farm than where thy work.
Actions
Because the same actions in the Housing section crossover several policies, the actions are grouped
together. Acknowledging the island - wide programs, the following actions implement the Housing policies to
increase housing choices specifically for Kona:
Action HSG a: Establish the Kona Housing Non - Profit. The Kona CDP Implementation Action
Committee, with assistance from OHCD, needs to designate or establish should advocate for the creation
of a non - profit entity (Policy HSG - 1.2). The legal form of this entity needs to be appropr iated to receive
community donations, receive funds from the County Housing Trust Fund for specific projects, enter into
agreements with developers (who would sell the units encumbered with covenants) for shared appreciation
on certain HCC Chapter 11 housi ng units, and possibly buy certain units from developers to lease (as
rentals or leased land) (OHCD, 1 - 2).
Action HSG b: Operate the Kona Housing Non - Profit. Once established, the Kona Housing Non - Profit
will set up an account (Policy HSG - 1.3) to fund v arious initiatives set forth in the policies including the
following:
1. Sponsor a design contest and retain the winner to prepare pre - approved plans for starter homes,
accessory units, or other appropriate housing types (Policy HSG - 4.7); (Kona Housing Non - Pr ofit, 2 -
3)
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2. Draft standard first right of refusal provision to be included in the Affordable Housing Agreements
executed between the developer and OHCD and incorporated as deed covenants (Policy HSG -
5.2); (Kona Housing Non - Profit, 1 - 2)
3. Exercise rights of fi rst refusal and purchase Chapter 11 units from developers to rent or lease to
income - qualified households (Policy HSG - 5.2); (Kona Housing Non - Profit, on - going)
4. Establish programs in coordination and to supplement island - wide programs to do the following:
( Kona Housing Non - Profit, 2 - 3)
i. Assist first - time homebuyers with down payments or other assistance (Policy HSG - 3.2);
ii. Work with landlords to negotiate affordable rents that qualify for property tax breaks and/or
Section 8 (Policy HSG - 3.3);
iii. Work with employer s to locate affordable for - sale or rentals in the vicinity of the workplace
(Policy HSG - 3.4);
iv. Supplement the island - wide homebuyer education program to expand the outreach in the
Kona area (Policies HSG - 3.1 and HSG - 3.4);
v. Coordinate with other related progr ams to establish an emergency rent program (Policy
HSG - 6.2);
vi. Coordinate with OHCD and other appropriate programs to establish a Kona - specific data
gathering and market - monitoring initiative (Policy HSG - 2.1);
vii. As a result of continually monitoring the needs of the Kona community, advocate or take
action to meet existing or emerging deficiencies for special needs groups (e.g., elderly,
disabled, homeless, farmworkers) (Policies HSG - 6.1, HSG - 6.2, HSG - 6.3, and HSG - 6.4).
Action HSG c: For government and non - prof its to produce the units at subsidy levels to meet the needs
of the lower income groups, the following actions need to be taken:
1. The County and the community (e.g., the Kona Housing Non - Profit) should encourage the State
agencies currently developing aff ordable projects (e.g., DHHL at Laiopua, HHFDC at Keahuolu) to
review their projects for consistency with the policies to provide affordable rentals (Policy HSG -
4.1), mix of housing types (Policy HSG - 4.4), and perpetual affordability strategies (Policy HSG -
5.1); (OHCD, Kona Housing Non - Profit, DHHL, HHFDC, on - going)
2. The Kona Housing Non - Profit should coordinate with the pertinent State and County agencies to
inventory potential public lands that are suitable for housing development and initiate project
plan ning or ensure land - banking for affordable housing purposes; (Kona Housing Non - Profit,
DLNR, 1 - 2)
3. The County or Kona Housing Non - Profit should explore privatization options with the State housing
agency. (OHCD, Kona Housing Non - Profit, 1 - 2)
Action HSG d: To gain the assistance of the private sector, several existing laws have been should be
amended by following the enactment of this plan:
1.
Description Affordable Hou sing Floating Zone (enacted by plan) .
2. Additional Chapter 11 Housing credits for workforce housing,; disabled , elderly, live/work units; 1:1
density bonus; resale restrictions (enacted by plan) .
Action HSG e: New private developments are encouraged to cre atively provide low cost/affordable
housing and meet certain needs especially critical to Kona. The Design Center should help to increase
awareness of these policies and stimulate creativity to meet these needs. Developers, with assistance
from the Desig n Center, are instrumental in carrying out the following: (PD/DC, on - going)
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1. Take advantage of the higher densities permitted in TODs and TNDs to financially support building
at least 25% affordable units , in a creative manner that results in a mix of hous ing types, tenures,
and affordability (see Policies HSG - 4.1 to HSG - 4.8);
2. Research feasibility of an Take advantage of the Affordable Housing Floating Zone PUD as an
HCC amendment ;
3. Take advantage of the credits recognized to provide affordable disabled, eld erly projects and live -
work units (Policy HSG - 4.4), and rehabilitation of public housing units;
4. Although no additional credits are offered, strive to provide accessory (Policy HSG - 4.6) and SRO
(Policy HSG - 6.3) units;
5. Encourage redevelopment infill projects within existing developed areas such as Kailua Village and
the Rural Towns (Policy HSG - 4.5), while considering potential displacement of any existing
affordable housing (Policy HSG - 5.3);
6. tutes (HRS) 205 relating to
farm worker housing as well as the Clustered Rural Subdivision Guidelines to provide clustered
farm worker housing in rural areas (Policy HSG - 6.4)
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4.6 PUBLIC FACILITIES, I NFRASTRUCTURE, AND S ERVICES
The Public Facilities, Infrastruc ture, and Services section of the Kona CDP identifies objectives, policies,
and actions that tie - in with and support other sections of the Kona CDP, especially Land Use,
Transportation, Housing and Environmental Resources. An important concept promoted by this section is
the public - private partnership required to assure that all communities are adequately served.
4.6.1 Existing Conditions
County public facilities, infrastructure, and services are those service systems that are provided, staffed,
and maintained by government or quasi - public entity to directly serve the residents including: the systems
of parks, fire stations, police stations, refuse disposal, drinking water, health, and energy. Transportation -
related infrastructure is covered in the Transportati on section of this plan. The County also provides
services to the elderly, as well as supplements funding for a number of social programs.
4.6.2 Overall Strategy
Acknowledging the limited government resources for which Kona competes with other districts, the p olicies
in this section set forth the expectations and priorities of the Kona community to enable the community and
government to optimize the type, timing, location, financing, quality, and maintenance of public
infrastructure, facilities, and services. Although sensitive to jurisdiction, the policies and actions attempt to
set a framework to integrate the various providers -- whether County, State, Federal, quasi - public (e.g.,
HELCO), or private (e.g., private hospitals or schools).
tations and priorities are guided by the following principles:
1. Public safety the policies set a minimum level of service for essential public safety services
including police protection, fire protection, emergency response, disaster response, and highway
s afety, and promote a community - based approach to crime prevention;
2. Healthcare the policies recognize the limited role of the County and community in the healthcare
system, but frame the desired outcome to foster coordination and partnerships for this criti cal basic
need;
3. Growth management and environmental quality the policies use public infrastructure to
influence the location and timing of growth such as prioritizing the infrastructure that service TODs
as an incentive to develop within TODs, as well as e nsuring that this infrastructure supports this
growth in a manner that reduces waste and pollution, conserves water, and generally minimizes
environmental impacts;
4. Sense of community and quality of life the policies recognize that the types and quality of
public facilities and services can enhance the sense of community by encouraging gathering and
interaction, by providing lifelong learning opportunities, by building appreciation and respect for
nature through trails and parks and other interactive opportu nities, by nurturing the soul through
art, and cultural activities;
5. Economic catalyst the related policies in Section 4.8 Economic Development section identify
specific public facilities that have the potential to stimulate desirable economic balance;
6. Stan dard of excellence the policies set a standard of excellence in the construction, operation,
and maintenance of all public facilities and the supportive role of the community to promote civic
pride.
4.6.3 Goals, Objectives, Policies, and Action s
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Public Faciliti es, Infrastructure, and Services Goal: A community where the public infrastructure
and facilities are sustainably built and maintained with innovation and pride, promote sense of
community, and support a quality of life where visitors and residents feel s afe, healthy, and
inspired.
Objective PUB 1: To coordinate planning and budgeting for public facilities, the Official Public Facilities
and Services Map shall identify existing and proposed public facilities.
Policy PUB.1.1: Official Public Facilities a nd Services Map. The Official Public Facilities and Services
Map shall identify existing and proposed public facilities. Proposed facilities shall distinguish whether the
mapped site is committed or requires further planning. On the premise that the map ped proposed facilities
are priority, only those proposed facilities shown on the map shall should be eligible for funding (see
Figures 4 - 10a to 4 - 10c). (Enacted by plan)
4.6.3.1 PUBLIC SAFETY
Objective PUB 2: Public Safety. To establish a minimum level of servi ce for public safety resources in
order to identify deficiencies and plan for future growth, and to recognize that how we design our
communities can help to prevent crime.
Policy PUB 2.1: Law Enforcement Level of Service. To enable timely response over a geographic area
spanning approximately 60 miles long, there should be, at a minimum, a police station for North Kona and
another police station for South Kona. The North Kona police station should have an adequately - sized
holding jail and should be locat ed near the court for efficient operations. Until superseded by a county - wide
standard, the number of police officers for each district should be planned and budgeted at 4 officers/1000
persons in order to cover three shifts with a minimum of three office rs per shift (Personal Communication,
Chief Lawrence Mahuna, December 19, 2007).
Action PUB 2.1a: Plan a new North Kona police station to be located within the Honokohau Village
TOD and program for design and construction funding (Police, 5 - 10).
Action PU B 2.1b: Coordinate with the State to relocate the circuit and district courts to the
Honokohau Village TOD (State Judiciary, PD, 5 - 10).
Action PUB 2.1c: Design and construct the relocated South Kona police station. The County is in
the process of acqui ring a site (TMK: 8 - 2 - 001:072 and 084) (Police, 2 - 3).
Action PUB 2.1d: Support the addition of manpower for policing efforts (Police, on - going).
Policy PUB 2.2: Crime Prevention Emphasis. The community policing program with its emphasis on
building rela tionships and partnerships with the community plays a vital role in creating a safe Kona. But,
beyond community organization and education programs, such as the Neighborhood Watch Program, the
presence of these police officers on foot or on bicycles in vi llages instills a sense of public safety. The
design of new or renovated buildings or public facilities shall should consider environmental design
principles that prevent crime.
Action PUB 2.2a: Support for the community policing program should continue (Police, on - going).
Action PUB 2.2b: In Villages (e.g., Kailua Village, TODs, rural towns), consider reinstating the
bicycle patrols (Police, 3 - 5).
Action PUB 2.2c: Through a Business Improvement District or other organization, partner with
downtown bu sinesses to enhance security and orderliness (KVID, 1 - 2).
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Action PUB 2.2d: Develop a public safety audit checklist and conduct neighborhood and
downtown safety walks to identify potential crime spots or unsafe areas (Police, KVID, COMM, 2 - 3).
Action PUB 2.2e: Incorporate in the Village Design Guidelines crime prevention through
environmental design principles (PD, 3 - 5).
Policy PUB 2.3: Fire Protection, EMS, Rescue, HazMat Level of Service. Until superseded by a
county - wide standard, fire station locat ions should be planned to provide a response time of 8 minutes in
the Urban Area (10 mile radius with 5 mile overlap) and 12 minutes in the rural areas (15 mile radius with 5
mile overlap). All fire stations should provide fire protection and EMS services . Rescue services should be
provided by ground and sea by at least one station in each district, and by helicopter to service the North
Kona and South Kona districts. One station should have HazMat capability to service the North Kona and
South Kona dist ricts.
Action PUB 2.3a: Existing and proposed fire stations meet the level of service for the Urban Area.
- 10).
Policy PUB 2.4: Beach Safety Level of Service. Lifeguard sta tions should be located at County and
Department as shown on Figure 4 - 10a Public Facilities and Services Map - Public Safety.
Action 2.4a: Identify proposed li feguard stations on the Official Public Facilities Map (Fire, PD, on -
going).
Policy PUB 2.5: Highway Safety Level of Service. In order to reduce the number of motor vehicle
traffic accidents, high - risk locations or hot spots should be identified in order to improve roadway safety.
Action PUB - 2.5a: Identify motor vehicle related fatalities and injuries (Police, DOT, DOH, traffic
safety organizations, on - going).
Action PUB 2.5b: Improve data collection, assessment, and dissemination of information (Polic e,
DOT, DOH, traffic safety organizations, on - going).
Action PUB 2.5c: Encourage an integrated planning and design process for improvements in
roads, emergency medical services, and public transportation (Police, DOT, DOH, traffic safety
organizations, o n - going).
Policy PUB 2.6: Disaster Shelters and Critical Facilities. There shall should be adequate hurricane -
proof shelters concurrent with the growing population. Where designated on Figure 4 - 10a Official Public
Facilities and Services Map - Public Safe ty, new proposed public buildings shall be evaluated by the Civil
Defense regarding whether or not the design should include specifications to be hardened to serve as a
hurricane shelter. Any new fire station or hospital shall should be appropriately desi gned to withstand all
hazards.
Action PUB - 2.6a: Identify additional disaster shelters and critical facilities where deficient (State
and County CD, 3 - 5).
4.6.3.2 HEALTHCARE
Objective PUB - 3: Healthcare. To ensure access to healthcare and promote a healthy lifest yle.
Policy PUB 3.1: Medical Care. The community shall should support a viable medical clinic to ensure a
safety net for those without health insurance or those unable to access the mainstream medical system.
Action PUB - 3.1a: Coordinate with the County o - 5).
See Related Policy ECON - 1.1 Hospital as Stimulus for Healthcare Industry.
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Policy PUB 3.2: Long - Term Care. An information center/activity center shall should serve as a
clearinghouse for the communi ty - based and institutional long - term care choices available. This resource
center may be co - located with a senior recreational center in Kailua.
Action PUB 3.2a: Plan, design, and construct an information center/activity center for the disabled
and elderl y (OA, 5 - 10).
Policy PUB 3.3: Preventive Health through Walkable Communities. Through the Village Design
- friendly street standards, Kona shall should be known as an avid walking and biking
community conducive to all ages. Also ref er to Policy LU - 2.2 TOD/TND Components.
Policy PUB 3.4: Universal Access. As its expression of compassion and caring, the Kona community
shall take pride in having all public facilities accessible to the disabled and respectful of the accessible
parking stalls.
Action PUB 3.4a: Continue to work with the police department to assist in accessible parking
enforcement (Police, on - going).
Action PUB 3.4b: Offer educational programs to sensitize residents to the challenges of the blind,
deaf, or wheel - chair bound person (One Stop Community Resource Center, R&D, 2 - 3).
Action PUB 3.4c: Continue to implement curb ramp program for streets and sidewalks and parks
and recreation program facilities (PR, DPW, on - going).
4.6.3.3 GROWTH MANAGEMENT AND ENVIRONMENTAL QUALITY
O bjective PUB - 4: Growth Management. To prioritize and locate growth - supporting infrastructure (water,
sewer, drainage) to support the TODs and infill development and to minimize the environmental impacts of
such growth.
Policy PUB 4.1: Water for TODs. T o encourage and direct development to the TODs, a priority shall
should
Corridor, and to flexibly enable water allocation policies to support the Kona CDP land use policy to
concentrate growth within the TODs, in lieu of sprawl.
Action PUB
the TODs (DWS, 2 - 3).
Action PUB land use policies
(DWS, 3 - 5).
Policy PUB 4.2: South Kona Water System. In recognition that the extension of the County water
agricultural land to urban uses , the South Kona County water system shall not be extended further south.
(Enacted by plan)
Policy PUB 4.3: Agricultural Water. Recognizing the importance of agriculture as part of the rural
character of Kona, the pervasiveness of small farms, and the
dry climate, DWS shall should develop a policy to implement best efforts to serve the agricultural water
needs of the Kona area. This policy is not intended to subsidize the farmers. Instead, the intent i s to
explore cost - effective systems to provide water for irrigation purposes, set water rates that encourage the
small farms, and to ensure that these agricultural customers are committed to agriculture and use the water
responsibly. Towards this end, the policies may consider agricultural dedication for property tax purposes
(to evidence a commitment to agriculture) and the use of best practices irrigation (to evidence responsible
water use) as a condition to receive DWS agricultural water rates.
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Action PU B 4.3a: Develop policies and plans to provide water for agricultural use, and amend
- 5).
Action PUB 4.3b: Develop an irrigation best practices certification program (SWCD, 2 - 3).
Action PUB 4.3c: Develop an application fo rm to facilitate verification of the agricultural dedication
and irrigation best practices certification (DWS, 2 - 3).
Action PUB 4.3d: Update Kona water system master plan to incorporate agricultural water
component (DWS, 3 - 5).
Policy PUB 4.4: Sewer Prio rities. In order to protect the nearshore water quality, the requirement to
hookup to the County sewer system (HCC Section 21 - 5) shall should shall be strictly enforced. The highest
priority in expanding the sewer system within the Kona Urban Area shall should shall be to service any
shoreline properties that do not have access to a public sewer system and then to service lots within
approximately 1 mile of the shoreline. Any new subdivision within 1 mile of shoreline within the Kona Urban
Area shall eit her hookup to the public sewer system, or provide a private treatment system, and/or install
dry sewers (see Figure 4 - 10c Official Public Facilities and Services Map - Waste Management). Private
wastewater collection systems within the 1 mile zone shall sho uld shall be designed and constructed to
County standards to enable potential connection to County sewer system. The County shall should shall
ensure that TODs can be served by the public sewer system in a timely manner.
Action PUB 4.4a: Identify the vio lators and enforce the sewer hookup requirements (DEM, 1 - 2).
Action PUB - 5).
Action PUB 4.4c: Update the sewerage master plan to service the entire Kona Urban Area with
priority to the TODs and the areas within approximately 1 mile of the shoreline (DEM, 3 - 5).
Policy PUB 4.5: Wastewater Treatment and Effluent Reuse. The Kealakehe Wastewater Treatment
Plant shall should shall be expanded to accommodate at a minimum the projected sewage volu me from the
Urban Area sewer priority areas extending south of from Hina Lani Street to the Keauhou Wastewater
Treatment Plant service area. If another treatment plant is needed, a A new County wastewater treatment
plant shall be located should be conside red in the vicinity shown on Figure 4 - 10c Official Public Facilities
and Services Map - Waste Management and designed to the extent feasible to utilize a natural treatment
system that can double as an open space feature.
Action PUB 4.5a: Master plan the expansion of the Kealakehe Wastewater Treatment Plant (DEM,
1 - 2).
Action PUB 4.5b: Master plan the development of a new wastewater treatment plant servicing
north of Hina Lani Street that considers the feasibility of natural treatment systems (DEM, 2 - 3).
Action PUB 4.5c: Master plan a comprehensive wastewater reclamation system to maximize reuse
(DEM, 2 - 3).
Policy PUB - 4.6 Wastewater Reuse Area: Recognizing the limited drinking water supply in the Kona area,
every effort should be taken to develop a fea sible wastewater reclamat ion system for non - potable uses.
Also refer to Policy TRAN - 3.3. The wastewater reuse area should be, at a minimum, located mauka of the
- Level Road), north of Palani Road and south of Huliko
(see Figure 4 - 10 c Official Public Facilities and Services Map - Waste Management).
Action PUB 4.6a: Future wastewater reuse areas shall be identified on Figure 4 - 10c Official Public
Facilities and Services Map - Waste Management (DPW, PD, on - going).
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Policy PUB 4.7: Urban St ormwater Management. In recognition that stormwater runoff transports
ense rainfall cause flash flooding that threatens life
development and flood management projects. Acknowledging the complexity of managing stormwater, a
stormwater management p rogram tailored to Kona shall evolve through a public education and training
phase, voluntary incentives, and the ultimate development of Stormwater Management Guidelines that will
should regulate development and establish standard s for public projects. T he evolution of this program
shall should consider the following:
(a) a connected hierarchical overflow system where overflows from 10 - year storm facilities (e.g.,
drywells) are directed to higher - capacity flood management systems, so that the total system can
safely accommodate a 100 - year storm;
(b) use of natural drainageways and retention areas to the extent possible to maximize infiltration
(groundwater recharge), filtration, and settling;
(c) multi - purpose use of the higher - capacity (e.g., 25 - year, 50 - year, 100 - ye ar) flood management
facilities for recreation or other uses since these areas will flood infrequently;
(d)
(e) onsite retention measures, such a s rainwater harvesting me thods;
(f) street standards that minimize runoff and transport of sediment and contaminants;
(g) watershed management system perspective;
(h) When a Based on the Stormwater Management Program has been accepted by the County ,
existing and propo sed stormwater management flow ways and facilities shall be shown on the
Official Public Facilities and Services Map, especially those maintained by the County.
Action PUB 4.7a: Hire a consultant to develop Stormwater Management Program and Guidelines,
in centives, and Education/T raining Program, such as Low Impact Development (LID). (DPW, 2 - 3).
Action PUB 4.7b: Implement the education and training program; adopt and publicize the
incentives; adopt and enforce the Stormwater Management Guidelines (DPW, 2 - 3).
4.6.3.4 SUSTAINABLE SOLID WAS TE MANAGEMENT
Objective PUB - 5: Zero Waste. To maximize recycling, reuse, and reduction.
Policy PUB 5.1: Integrated Waste Disposal.
wastewater treatment facility shall shou ld be co - located with a n on - edible crop, such as a biofuel crop, to
use the R - 1 wastewater effluent, and also co -
the sludge from the wastewater treatment facility for use on biofuel crop.
Action PU B 5.1a: Find entrepreneu r(s) for biofuel crop (R&D, 3 - 5).
Action PUB 5.1b: Master plan concept and financing for new natural system wastewater treatment
facility and relocated transfer station/recycling center; obtain DLNR approval to use State land
(DE M, 5 - 10).
Policy PUB 5.2: Solid Waste. Within the Kona Urban Area, to increase the capture of recyclable
materials and also to decrease the number of automobile trips, the County shall should explore feasible
alternatives for residential curbside collecti on, including source - sepa rated recyclables.
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4.6.3.5 SENSE OF COMMUNITY AND QUALITY OF LIFE
Objective PUB - 6. Quality of Life. To foster a sense of community and health through the public realm
such as gathering places, parks, pedestrian networks, and open space s.
Policy PUB 6.1: Ga thering Places. TODs shall include appropriate public gathering areas, such as
plazas, in accordance with the intent of the Village Design Guidelines. The planning and design of such
public spaces shall address any maintenance re quirements. (Enacted by plan)
Policy PUB 6.2: Active Recreation Opportunities. A range of recreational opportunities shall should be
provided to encourage physical activity and interaction among toddlers, youth, teens, adults, and seniors,
including, w ithout limitation the fol lowing:
(a) Regional park (minimum 50 acres) New regional park at Kealakehe as shown on the Public
Facilities Plan to include playfields, multi - purpose building (e.g., gymnasium)
(b) Kona Civic Auditorium or Performing Arts Center. Facili ty to provide a venue for major
entertainment, social, cultural, and performing arts opportunities.
(c) District park (10 - 30 acres) Upgrade the Old Airport Park to enhance the playfields, swimming
pool, multi - purpose building, courts (basketball, tennis, volle yball), tot lots, fitness area, pet area,
and skateboard area; locate a district park to service South Kona to include playfields, multi -
purpose use building (e.g., community/senior center, gym), and a tot lot
(d) Community parks (4 - 8 acres) A community park s hould be located 2 miles apart within the Urban
Area to include, at a minimum, playfields and a restroom, as designated in the Public Facilities
Plan to provide adequate playfields for youth leagues; multi - purpose use of school playgrounds
should be candid ates for these types of p arks.
(e) Neighborhood parks (up to 4 acres) Subdividers shall provide A neighborhood park s (including
community gardens, community centers, pocket parks, and pet parks) should be located ½ mile
apart for area residents and subdivisi ons within the Urban Area . Subdividers shall provide for
private maintenance or pay a fee pursuant to HCC Chapter 8 when required to provide
neighborhood parks .
Action PUB 6.2a: Identify deficiencies to the park system described in Policy PUB - 6.2. Includ e
consideration of the fo llowing (PD, DPR, on - going):
skateboard areas
network of walking paths and historic trails to be integrated into and between future
development projects in both rural and urban areas
pet - friendly parks and leashed dog walking areas with appropriate facilit ies
Action PUB - 6.2b: Establish a Master Plan for expansion and improvement of the Old Airport as a
district park (PR, PD, 1 - 2).
Action PUB - 6.2c: Begin the process to find a location and funding for the Kona Civic Auditorium.
Inv ite public input regardin g design requirements and preferences (PR, PD, 2 - 3).
Action PUB - 6.2d: Prepare Master Plan for Kealakehe Regional Park (PR, PD, 3 - 5).
Action PUB - 6.2e. Begin the process to find location, acquire site, prepare Master Plan, and fun d a
South Kona District P ark (including integrated community services center) (PD, PR, 3 - 5).
Policy PUB 6.3: Optimize recreational facilities in the rural areas.
Action PUB - 6.3a: Establish, in cooperation with the State Department of Education, joint us e of
school facilities fo r recreational and community use (e.g. Konawaen
Schools) (PR, DOE, PD, on - going).
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Policy PUB 6.4: Environment as a Public Realm and Classroom. For Kona, nature is the most
culturally significant public re alm as the setting for interaction, stewardship, and learning. The Open Space
Network is the primary access point to nature and culture. The purpose of this policy is to emphasize the
educational value of the Open Space Network (see Policy ENV - 2.1 Open Sp ace Network Program), to
accordingly design this Network with interpreti ve opportunities, to encourage teachers to incorporate the
Network into their activities, for the visitor industry to sensitively share learning opportunities of the Network
with visit ors, for residents to use the Network opportunities to interact with nat ure whether for leisure or
subsistence purposes, and to develop deeper respect for people and places through cultural learning
opportunities accessed through the Network.
Action PUB 6.4c: See Actions ENV - 2.1a CR - 1.1e.
Policy PUB 6.5: Public Art. In r
be sought to creatively incorporate public art into public areas or facilities, to create a sense of place.
Action PUB - 6.5a: Consider 1% of public facilities construction budget to be allocated for public art
at new County facilities (Kona CDP Implementation Committee, on - going).
Policy PUB 6.6: Important Role of Schools in Creating a Sense of Community. T he quality of its
schools defines the quality of the Kona community. Qua lity schools show the caring of the community for its
children. Quality schools are an investment in the quality of the future, which create outstanding citizens
who acquire market - co mpetitive survival skills.
Encourage the placement of an elementary sc hool campus in every Neighborhood TOD/TND.
Link intermediate schools to the public transportation line.
Encourage schools to be utilized as community hubs for family - centered recreatio n and learning.
Encourage local governance of public schools.
Where DOE plans do not provide for development of planned school sites, charter or private school
alternatives should be sought.
To provide life - long learning opportunities and to draw the commu nity into the schools, the schools
and the community are encouraged to d evelop community - based, after - school programs open to
all ages.
4.6.3.6 STANDARD OF EXCELLENCE
Objective PUB - 7. Standard of Excellence. To set a standard of excellence in design, operation, and
maintenance for public workers in Kona to strive toward and for the community to encourage such efforts
through partnerships.
Policy PUB 7.1: Excellence in Design. Design of County facilities shall should be evaluated on a life
cycle cost basis, acce pt a higher level of risk for innovation where government has the opport unity to lead
by example, and a reasonable premium to incorporate aesthetics or character.
Action PUB 7.1a: Use charrettes to the extent practicable in the design process of County fa cilities
to involve the community, broaden the design input with multi - d isciplinary expertise, and stimulate
creativity (DPW, PD, on - going).
Action PUB 7.1b: Update the community at milestones in the design process such as at the end of
the schematic, des ign development, and pre - bid construction documents phases (DPW, PD, on -
going).
Policy PUB 7.2: Excellence in Maintenance. If the community and responsible public workers cannot
stand next to the public facility with pride, then that is a call to action for both the community and the
responsible public agency.
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Action PUB 7.2 a: Develop a maintenance level of service for parks and streetscapes to establish a
baseline expectation (PR, DPW, 2 - 3).
Action PUB 7.2b: Encourage adopt - a - park and adopt - a - street c ivic participation to meet the level
of service expectations (PR, COMM., on - going).
Action PUB 7.2c: Provide for upgrading and maintenance to the public facilities in critical need of
attention (PR, DPW, on - going):
i. Develop a strategic management plan for
ii.
Action PUB 7.2d: Increase lighting at public restrooms (PR, DPW, 2 - 3).
Action PUB 7.2e: Open existing public restrooms that are currently clo sed (e.g. Kainaliu), and
DPW, 1 - 2).
Action PUB 7.2f: Initiate a process to establish a monthly, scheduled maintenance review of public
facilities in Kona (P R, DPW, 1 - 2).
Policy PUB 7.3: Recruitment Incentives.
its ability to fill positions with qualified workers, and since affordable housing close to work is one of the
primary obstacles to recruitm ent, housing projects where government provides land or other substantial
resources shall should give a high priority to government workers purchasing or renting units within the
project.
4.6.3.7 PUBLIC SERVICES AND SOCIAL PROGRAMS
Objective PUB 8: To promote th e cooperation between government, citizens and organizations, and to
facilitate the development of programs to strengthen families and communities.
Policy PUB 8.1: One - Stop Community Resource Center. The County shall should serve as point of
community access for information and referral for health, education and social services.
This is not to duplicate services or provide direct services provided by private service organizations, but to
foster maximum utilization of all available resources.
Action PU B - 8.1a: The County shall should work with community to establish One - Stop Community
Resource Center (R&D, COMM., 3 - 5).
1. The County shall provide a community resource staff member at a central location.
2. Staff will be knowledgeable about community resources for families and individuals.
3. Staff will assist community members navigating public systems and understand eligibility
criteria for public and privately offered programs.
4. The resource center will be able to identify gaps in services for families and indivi duals and
advocate for improved access to and availability of services.
Action PUB 8.1b: Increase funding for the Healing Our Island Program (R&D, 3 - 5).
Action PUB 8.1c: Increase transportation options, especially small vans, in order to reduce rural
is olation and increase access to programs, jobs, and activities (R&D, MT, 2 - 3).
Action PUB 8.1d: Increase demand - response transportation through the use of small vans in order
to increase accessibility to drug and alcohol treatment and programs (R&D, MT, 3 - 5).
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Action PUB 8.1e: Increase the number of therapeutic living programs and facilities (R&D, MT, OA,
3 - 5).
Action PUB - 8.1f: Develop a de - tox program in Kona (COMM., non - profit, 1).
Action PUB 8.1g: Establish a youth intake center to provide more im mediate intervention for youth
in Kona (COMM., non - profit, 1 - 2).
Action PUB 8.1h: Expand partnerships among substance abuse treatment providers and improve
coordination and integration of services (COMM, non - profit, on - going).
Policy PUB 8.2: T he County shall should serve as an advocate for programs serving the elderly,
disabled, and homeless persons.
Action PUB 8.2a: Provide demand - response transportation (e.g. small vans) for the elderly, youth,
and disabled (R&D, MT, 3 - 5).
Action PUB 8.2b: Expand p artnerships among providers and improve coordination and integration
of services for residents with disabilities or special needs (COMM., non - profit, OA, on - going).
Action PUB 8.2c: The County shall should provide a new homeless shelter and an opportunit y for
transitional living to low income rental housing (OA, 3 - 5).
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4.7 ENERGY
The Energy section of the Kona CDP identifies that objectives, policies, and actions that will guide Kona
toward energy sustainability. Energy is a key component for achieving a sust ainable community, which is a
guiding principle of the Kona CDP. In that regard, it supports other sections of the Kona CDP, particularly
Housing; Transportation; Land Use; and, Public Facilities, Infrastructure and Services.
4.7.1 Existing Conditions
The Isl
energy needs. Over 70% of electricity generation and virtually all transportation fuel currently use imported
petroleum products. High crude oil pric
than three times the national average. Gasoline prices are among the highest in the nation.
diesel.
Energy policies have a pervasive influence on other related policies:
thereby
providing more funds for home financing or renting;
Transportation and Land Use. Transportation and Land use policies that reduce dependence on
the automobile through compact, walkable, mixed use, villages and expansion of the transit system
also reduce fuel consumption;
Environment.
Global warming. Energy policies that support energy conservation and replacement of
fossil fuels with renewable energy sources reduce greenhouse gas emissions ;
Open space. Energy policies provide further justificati on to preserve forests and other
natural
Economy. Energy policies can stimulate new local business opportunities (e.g., solar water heater
installers, 3rd party distributed en ergy providers). Additionally, savings from energy conservation
measures translate into more disposable income for individuals and working capital for businesses.
The dollars from new local businesses, disposable income spending, and working capital re -
ci rculate in the local economy, thus creating more economic benefit than importing from foreign
sources.
4.7.2 Overall Strategy
Most energy policies need to apply equally to the entire county, and should not be limited to a particular
community plan. The overall strategy for the energy policies in this section, therefore, are intended to
inspire individuals as well as private and public organizations to embrace these broader initiatives. There
are also certain policies that are highlighted as unique to the condit ions of Kona.
The overall strategy for the energy policies is to reduce per capita demand and move toward renewable
energy sources through the following:
Energy efficiency in transportation (County transit, automobile fleet purchasers). Transportation
7
fu Most of the transportation
fuel is consumed for ground transportation, with aviation accounting for 23%. The related polices
in Transportation and Land Use reduce transportation fuel usage by expanding the mass transit
system and creating more compact, mixed - use walkable villages.
Energy efficiency in homes and buildings (builders, designers, homeowners). Residential use
accounts for the largest share of electrical demand on the island and drives the peak period
demand. Large homes are a recent phenomenon in Kona that consume large amounts of energy,
particularly for air conditioning. Residential structures in the County are currently exempt from
complying with the Model Energy Code. The policy is to encourage the removal of this exemption
for the new larger residences.
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Conservation and energy efficiency of the water system (DWS). The DWS is the largest single
user of electricity on the island. Since it uses most of this electricity to pump water, the policies
encourage DWS to reduce the amount of water it needs to pump by controlling leaks and
adding power - generating pressure reducing valves (taki
topography), some of the power can be recovered.
Renewable energy sources (HELCO, private providers). The policies encourage LEED and other
sustainable building standards to be used, beginning with the County, which would le ad the charge
by example.
4.7.3 Goal, Objectives, Policies, and Actions
Energy Goal: Establish Kona as a model for sustainability and energy self sufficiency.
Objective ENGY - 1. To provide a multi - prong framework, including standards, innovations,
incentives, an d education, to reduce the dependency on imported fossil fuels through energy
efficiency and renewable energy generation.
Policy ENGY 1.1: Energy Building Standards for New Residences. Recognizing that residential
housing is the largest consumer of elect ricity (38%) and that air conditioning as a significant driver of
this Kona CDP supports the mandatory application of the Model Energy Code to residentia l structures with
gross living floor area of 6,000 square feet (s.f.) and over (Davies, M. et al, October 3, 2007). For
residences less than 6,000 s.f., this CDP supports expedited permit processing by the County for builders
8 9
who voluntarily employ energy EnergyStar, or
10
LEED programs.
Action ENGY 1.1a: Provide a standard logo label to stick onto the title page of building plans to
alert the Kona permitting agencies to expedite processing (DPW - BD, PD, - 2).
Policy ENGY - 1.2: Energy Saving Renovation for Existing Residences. For existing home retrofits, the
County should investigate establishing a Home Performance with EnergyStar (HpwES) program, as
11
modified and implemented in the State of Oregon. Trained and certified contractors work with
homeowners to assess the energy performance of a residence, list recommended improvements, and
analyze the approximate payback period (identifying and factoring eligible tax credits). (Kona Housing
Non - Profi t, 2 - 3)
Policy ENGY - 1.3. Mortgage Incentives. Advocate The County should advocate for a mortgage program
that provides combined benefits for energy efficiency (to increase marketability of certified homes) and
location efficiency (to increase marketabil ity of homes in the walkable transit - oriented villages).
Action ENGY - 1.3a: Work with lenders to publicize available mortgage programs. Currently, there
are conventional, FHA, and VA Energy - Efficient Mortgages, but Location - Efficient Mortgages are
currentl y available only in select metropolitan areas (Chicago, Seattle, San Francisco, LA). There is
no mortgage program at this time that is a composite of the two (Credit Unions and other lenders,
3 - 5).
Policy ENGY 1.4: Energy - Related Water System Technology and Practices. As the largest single
conservation programs. Aggressive efforts to fix water leaks and conserve water (e.g., dual - flush toilets,
drip l andscape irrigation systems, and low - flow shower heads) save energy by reducing the need to pump
DWS should consider installation of power generating -
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Communication No. 2019-09
pressure reducing valves, which are turbines placed o n existing water lines that produce electricity while
relieving water pressure for domestic use at lower elevations.
Action ENGY - 1.4a: Finance a leak detection program for the County Kona water systems (DWS, 3 -
5).
Action ENGY - 1.4b: Install photovoltaic systems to power deep well pumps for the County Kona
wells (DWS, 3 - 5).
Action ENGY - 1.4c: Pilot installations of power generating - pressure reducing valves in Kona are in
progress (DWS, on - going).
Policy ENGY - 1.5: Distributed Energy and Other Innovative T echnology Support. Photovoltaic
systems are typically used as distributed generation when connected to the electrical grid where they have
the potential to sell excess energy back to the grid. This is an emerging technology with challenges for the
utilit y to incorporate such systems into the grid. This policy is aspirational and expresses general support in
whatever way possible (e.g., permit coordination, grants) to encourage further development in this
endeavor.
Policy ENGY - 1.6: Alternative Fuel for K Consider biofuel or other renewable
source
Policy ENGY - 1.7: County Lead by Example. For projects and offices in Kona, the County shall should
lead by example in the following areas:
a. New buildings
b. Existing buildings certified by LEED for major renovations or operations and maintenance
c. Street lights use energy - efficient or solar - powered lights
d. Rain water and gray water harvesting for new buildings, evaluate the possibility of installing rain
water harvesting techniques such as tanks that collect roof drainage, roof - top tanks for toilet
flushing, piping stormwater to lawns and gardens, permeable pavements for parking lots with
collecti on system
e. Pesticide substitution explore nontoxic alternatives for maintaining landscaping in public rights - of -
way, parks, and at County facilities
f. Purchasing purchase EnergyStar and products made from recycled materials; purchase energy -
efficient vehicles (and pioneer electric vehicle purchases when they become available).
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Communication No. 2019-09
4.8 ECONOMIC DEVELOPMENT
The Economic Development section of the Kona CDP identifies objectives, policies, and actions that focus
l as key opportunities for economic
development for which Kona is strategically positioned. Maintaining a vibrant economy in Kona is essential
for achieving the visions of the Kona CDP.
4.8.1 Existing Conditions
According to Hawai`i Business Directory, Kailua had 2,652 business listings in 2005 and increased by 10.8
percent in 2 -
which
includes accommodation and food services; 2) trade, transportation and utilities of which retail is a major
contributor; 3) government, where most of the employment is at the state level; and, 4) education and
health services, which includes health c are and social assistance. Together, these four industries
The major economic sectors for Kona include:
1. Tourism. Tourism (and visitor - related activities) is the major industry on the I
2005, there were 11,351 visitor accommodation units on the Island, located mainly in Hilo, Kona
and South Kohala, an increase of 13 percent over the previous year. These breakdown by unit type
as: 1) hotel - 6,977; 2) timeshare - , 1,592 ; 3) condo/hotel 1,462; 4) individual vacation - 756; 5)
bed & breakfast - 353; 6) other - 189; 7) hostel - 21; and 8) apartment/hotel - 1. As Kona and South
Kohala are the major destination areas, most of the units (approximately 8,000) are located in
tho
An increasingly significant part of the tourism industry on the Island is the cruise ship industry. The
County has experienced the largest impact from the cruise ship industry, with its relatively small
tourist base . Hawai`i cruise ship visitor arrivals were 312,812 in 2005, and grew by 27 percent to
In 2005, about 66 percent of all visitors Island - wide stayed in hotels, 7.7 percent stayed in
condominiums, 9.7 percent stay ed with friends and relatives, 8.9 percent stayed in timeshare
properties and 11.6 percent stayed on cruise ships. Hotel occupancy rates in Kona averaged 75.8
2. Diversified agricult ure. Diversified agriculture, as referred in this plan, includes all agricultural
commodities, except sugar and canned pineapple. According to figures supplied by the State
Department of Agriculture, the revenue generated by diversified agriculture has co ntinued to
demonstrate gains every year since 1986. The majority of the fresh vegetables and fruits
consumed in the State is imported. In many instances produce can be grown locally and with equal
or better quality than imports. However, in order for loca l produce to replace a corresponding
import, it must be grown and marketed year - round in sufficient quantity to meet local market
demand. Without a commitment to use local produce, it is difficult for local growers to compete
effectively with imported prod uce.
Another opportunity for diversified agriculture expansion is the cruise line industry. A number of
Norwegian Cruise Line purchasing officials. It was rep orted that these ships need fresh produce
and fruit to supply the equivalent of 10 restaurants per ship and serve up to 2,000 passengers
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Communication No. 2019-09
Still another potentially profitable market for locally grown produce is the new and largely untapped
niche, of the seasonal overseas market. Some farmers have already successfully entered this
niche market.
interest among the public to pur chase fresh, locally produced agriculture products. In October of
interested in supporting the concept on increased food sustainability. Other events, such as The
Taste o f the Range, also indicate the growing support for local agriculture.
- round growing season is conducive to agricultural production.
oods for
export and local consumption. The major industries in Kona are: aquaculture; cattle; coffee;
forestry and macadamia nuts.
3. Forest and Ranching. Forestry in Kona includes a wide range of climate - and zone - specific
forests, from the smaller, natu rally occurring dry forests of Kapulehu to larger forests containing
ol
such as biodiverse agroforestry, in contrast to older methods of farm forestry like alley farming, as
well as in reforesting former pastureland and the conservation and management of forests unique
- based Polycultures,
www.agroforestry.net/events/afwkshp2006/virtualwkshp s.html#Anchor - Agenda - 11481 ).
industry valued at $30.7 million, which
there are more than 40,000 acres of standing, harvestable timber, along with over 20,000 acres in
various stages of planting, planning or natural regeneration (Leone, Honolulu Star Bulletin,
Bat Forces Review
g
calves are now exported to the mainland U.S. Over 2,000 dairy cows, primarily Holstein - Friesians,
stock the four major dairies on the island, providing almost all of the fresh fluid milk supply. The
i - county.com/bigislandag/livestock.html. 1997). Significant amounts of
pastureland on the island are currently being withdrawn from use due to sale and other factors,
and, in line with more biodiverse farming trends, Kona is currently seeing some efforts t oward
www.hawaiisalandjournal.com/2004/12b04b.html).
4. Redevelopment Needs. A high priority is the need t o invest in Kailua Village as the commercial,
cultural, and visitor center for Kona. Capital reinvestment in Kailua properties has been below
needed thresholds for years. Faced with a continuing decline, some tenants have departed as their
leases have exp ired, and prospective tenants and owners have elected to locate their operations
outside of the Village center.
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Communication No. 2019-09
On the other hand, increasingly, travelers are choosing to stay in time - share units, condominiums,
on cruise ships or with friends and family. T his provides the Village with new opportunities to
become economically and culturally strong. Also, the new owners of the King Kamehameha Beach
Hotel will soon begin a $25 million upgrade to the facility. But without substantial improvements,
Kailua Vill
viability of the Kailua Village. One proactive response to this threat h as been the creation of the
Kailua Village Business Improvement District (KVBID). Business Improvement Districts are a
concept that swept through North America in the 1990s. They generally involve a legal mechanism
to create a sustainable funding base for enhancing the management of a business district. The
KVBID is a collaborative effort between business, government and area residents to develop and
implement creative solutions to improve the cleanliness, attractiveness and economic vibrancy of
Kailua Vil lage. District landowners, lessees of land, commercial tenants and residents are
assessed according to property tax valuations and these assessments return directly to the District
to fund programs and improvements.
5. Housing Needs. The current shortage of all types of affordable and workforce housing is making it
difficult for many residents to make a living as well as creating a major obstacle for companies to
attract and retain employees in Kona.
4.8.2 Overall Strategy
Economic vulnerability increases with exc essive dependence on imports (e.g., susceptible to shipping
strikes) and lack of diversity (e.g., susceptible to global recessions that reduce visitor travel). Therefore, the
engths in agriculture and
tourism, and to diversify with new opportunities that reduce dependence on imports, complement other
objectives such as recycling and alternative energy, and provide job opportunities that raise the skill levels
of the workforce. Pertinent initiatives include the following:
(a) Energy industry. With NELHA as a catalyst, the policies encourage the development of renewable
and distributed energy endeavors.
(b) Health industry. With a new Kona hospital as a catalyst, the policies encourage the development
of health -
healing island.
(c) Resource recovery network. The policies envision the development of interdependent industries in
Kona that exchange and make use o
(d) Food industry. Kona has a name brand specialty export crop in the Kona coffee. The policies
support the health of that agricultural sector. Additionally, the policies recognize the benefits of
increasing locally produced food for the local market by reducing the current 85% dependence on
imported food to the island. The suggested means is through the expansion of the underutilized
comm unity gardens, and opportunities to share cooking and food traditions. The inspiration is the
Kona Field System, a vast, intensively cultivated area in the Kona uplands, which once supported a
tion today. According to figures
supplied by the State Department of Agriculture, the revenue generated by diversified agriculture
has continued to demonstrate gains every year since 1986. Diversified agriculture includes all
agricultural commodities exc ept sugar and canned pineapple. In order to move beyond the
development of specialty niche market products and actually replace imports, locally - grown
products must be supplied in sufficient quantities, year around, to meet the local market demand.
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Communication No. 2019-09
Withou t the ability to make this commitment, it is difficult for local growers to compete effectively
with imported products. Besides increasing our food sustainability, the development of a strong
agricultural industry in Kona serves as an incentive to protect agricultural lands for agriculture.
The primary strategies for the enhancement of our Agricultural Industry in Kona focus on the
following.
1. Protection of Agricultural Lands. The maintenance of the current overall density of
agriculturally - zoned lands out side of the Kona Urban Area (UA) will discourage unplanned
sprawl as well as protect agricultural lands for agricultural uses. See Policy LU - 3.8
2. Rural Clusters. The adoption of the new program will encourage clustering of
development on agricultural lands in exchange for the perpetual protection of contiguous
blocks of lands for crop production. The program will also provide an opportunity to create
affordable housing in rural areas. See Policy LU - 3.3
3. Availability of Water. The Plan supports the need to i dentify irrigation water sources for the
agricultural industry. See Policy PUB - 4.3
4. Agricultural Tourism. The County shall adopt a program to define the legal development of
our agricultural tourism industry. See Policy ECON. 2.1
5. Buy Local. The development
of agricultural lands. See Policy ECON. 2.1
6. Urban Community Gardens. Land provided for use as community par ks can be used for
the development of community gardens within urban areas. See Policy PUB - 6.2
(e) Ecosystem Services. The concept of ecosystem services attempts to make conservation a viable
business option. The policies encourage the further exploration an d development of this concept.
(f)
would synergize with NELHA, the hospital, and the Design Center to provide training opportunities
thereby, also attract new businesses. With partnerships
established among other universities with expertise in emerging technology, engineering, and
science, the university can stimulate innovative applications in the business arena.
(g) Redevelopment. For our existing communities to thrive and for new opportunities to expand, we
must invest in and maintain our basic infrastructure. The formation of a redevelopment District in
Kailua is necessary in order to maintain and enhance Kailua Village as the commer cial, cultural,
and visitor center for the Kona District. As part of the proposed Kailua redevelopment project, it will
be very important to provide new workforce housing and live - work units in the Village area to serve
the needs of local business. Redev elopment priorities for our Mauka Towns also need to be
established.
4.8.3 Goal, Objectives, Policies, and Actions
Economic Development Goal: To foster economic diversification, reduce import dependence, and
increase employment opportunities that pay living wag es.
Objective ECON - 1. Strategic Public Facilities and Business Opportunities as Economic Stimuli. To
optimize the potential of certain public facilities and policies to stimulate ancillary economic growth that is
desirable because they are environmentall y clean, diversify the economy (i.e., not visitor - dependent), pay
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Communication No. 2019-09
Policy ECON 1.1: Hospital as Stimulus for Healthcare Industry. Kona needs a new hospita l to replace
its existing outdated and out - of - place facility. The new hospital should be located on in a TOD along
- Level Road) for optimum accessibility by automobile or transit. To encourage
the private sector to negotiate a sit e for the hospital, the TOD in which the hospital decides to locate within
shall be automatically designated a Regio nal Center TOD if the Official Kona Land Use Map (see Figure 4 -
7) has designated it as a Neighborhood TOD. As a Regional Center TOD, there would be incentives for
medical offices and other hospital - related businesses to develop in the vicinity.
Action ECON 1.1a: Develop Request for Proposal (RFP) for new hospital, negotiate with
candidates, and select new site (DOH, PD, private, 1 - 2).
Action ECON 1.1b: Develop medical center TOD master plan and rezone as a Regional Center TOD
(DOH, PD, private, 1 - 2).
Pol icy ECON 1.2: Civic Center as Stimulus for Office and Retail Development. The proposed civic
center should be master planned within the context of an overall TOD master plan in order to have the civic
center function as an inviting and attractive town ce nter, and to properly capture the potential secondary
business demands generated by the numerous County employees working at the civic center as well as the
residents drawn to the civic center to conduct business.
Action ECON - 1.2a: Develop TOD master pl an with the civic center as the heart of the town center
and rezone as a Commercial TOD (DPW, PD, 2 - 3).
Policy ECON 1.3: NELHA as Stimulus for Energy and Research Industry. NELHA has paradoxical
missions: is it a research institution that requires State subsidy or a self - sustaining commercial operation.
Are the diverse uses of the cold, pristine, deep ocean water its focus or is the innovative energy research
that may use the deep ocean water or other ocean resources as well as non - ocean energy research its
mission in order to make it a world - class renewable energy research center with close ties to the proposed
subsidies, the plan supports commercial development of the
would provide convenient access by residents and visitors to this proposed commercial area.
Actio n ECON 1.3a: Encourage DBEDT and NELHA Board of Directors (BoD) to reevaluate and
- and long - term business plan (DBEDT, NELHA, 1 - 2).
Action ECON 1.3b: Develop a master plan for the commercial development of the mauka are a of
NELHA and obtain entitlements (DBEDT, NELHA, 1 - 2).
Action ECON 1.3c: Design and construct the frontage road to complement and implement the
commercial master plan (NELHA, private, DPW, PD, 5 - 10).
Policy ECON 1.4: University as Workforce Development . The synergistic relationship of a university or
will provide opportunities
erging skill
areas of healthcare, energy, agriculture and urban design.
Action ECON 1.4a: Work with the State, University system, and the community to finalize
-
go ing).
Action ECON 1.4b: Develop a master plan and program funds for the design and construction of
the campus (UH, private, 3 - 5).
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Communication No. 2019-09
Action ECON 1.4c: Develop the TOD master plan for the surrounding areas of the University in
coordination with the adjoinin - 5).
Action ECON
Design Center, NELHA, and the healthcare industry (UH, NELHA, DC, on - going).
Policy ECON 1.5: Food industry catalysts. Su
provide affordable farm lots that emphasize local food production. The proximity of the Park to the new
university (for research and technical support), the airport (for exporting), and the urban vil lages (for direct
Policy ECON 1.6: Conservation as a viable business option. Support the evolving refinement of the
concept of ecosystem services to encourage private owners to ma nage or restore their lands in their
natural state (see Policies ENV - 1.3 and ENV - 1.4).
Policy ECON 1.7: Redevelopment as Economic Stimuli. The County shall should work with the Kailua
Village Improvement District, the Chamber of Commerce and other Stake holders to develop the Kailua
2.4). The
plans shall address:
Infrastructure improvements and public safety
Infill and Brownfield Development
Multi modal transpor tation
Mixed - use development opportunities
Affordable and workforce housing
Public Parking
Policy ECON 1.8: Eco - Industrial Park. To encourage the feasibility testing of the concept of an eco -
industrial park, which is a community of firms that exchange an
there shall be a floating Project District called the Eco - Industrial Park that shall should be available to areas
encouraged within the Urban Area zoned MG, ML, or MCX. The County would may consider assist ing in
by f unding experts to work with the developer to create a master plan and marketing scheme, to expedite
permit approvals,
On a smaller scale, a community program shall shou ld recognize efforts by individual businesses to modify
their practices to reduce waste and/or substitute with recoverable materials.
Action ECON 1.8a: Establish a pool of expertise and information on the eco - industrial park
concept (R&D, 3 - 5).
Action EC ON 1.8b: Establish a reuse center to refurbish and sell used appliances and materials (In
progress by OHCD and Catholic Social Ministries).
Action ECON 1.8c: Establish a community recognition program for green businesses (Being done
by Chamber of Commer ce).
Objective ECON - 2. Strengthen and Encourage New Agricultural - Related Endeavors. To enhance
existing and encourage new agriculturally - related endeavors.
Policy ECON 2.1: tural
industry.
Action ECON
recommendations for priorities such as (R&D, DOA, COMM., on - going):
1. Market research for potential export crops in North and South Kona.
2. Language assistanc e to enable non - English speaking farmers to market their crops.
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Communication No. 2019-09
3. Agricultural industry training for current and new farmers.
4. Establishment of processing facilities in order for farmers to increase opportunities to develop
value - added products.
5. Encouragement local institutions (e.g., school cafeterias) to purchase locally produced food.
6.
7. Centralized data center to serve as a clearinghouse for information on available Kona agricultural
products, services, and markets.
8. Establishmen t of a commercial kitchen and drying facility to encourage increased diversity in value -
added products.
9.
Kona Green Waste Processing Facility.
10. Programs and even ts to support and promote agriculture in Kona.
Action ECON 2.1b: Create and adopt a county Agricultural Tourism program/policy (R&D, DOA,
COMM., 2 - 3).
Action ECON 2.1c: In partnership with the agriculture community in Kona, the County will
- 2).
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Communication No. 2019-09
ESTIMATED TIMELINE
A CTION IMPLEMENT E R(S)
Initiated
2 years 3 years 5 years
10 years
- - -
-
Ongoing
ture
1 2 3
5
Fu
SECTION 4.1 TRANSPORTATION
PROJECTS
T RAN - 1.2a: Design and construct the Keohok a lole Highway in functional sections
Phase I: Palani Road to Kealakehe Parkway
a) Design Ready PD
b) Construction Ready DPW
c) Construct DOT, DPW
Phase II - Kealakehe Parkway to Hina Lani Street
a) Design Ready PD
b) Construction Ready DPW
c) Construct DPW
Phase III - Hina Lani Street to Ka iminani Drive
a) Design Ready PD
b) Construction Ready DPW
c) Construct DPW
Phase IV Ka imi nani Drive to University Drive
a) Design Ready Private
b) Construction Ready Private
c) Construct Private
TRAN - 1.4a: Establish bus routes on existing streets along the designated Secondary Transit Route
MT
TRAN - 1.4b: Es tablish bus routes on proposed streets as they are built along the designated Secondary
MT
Transit Route
TRAN - 1.4c: Provide bus maintenance facility in the Kona Urban Area (UA) to support the expanded bus
MT
service
TRAN - 1.5a: Design and c onstruct Frontage Road
Phase I - Airport to Hulikoa
a) Coordinate design and intersections with the DOT's Queen Kaahumanu Highway widening PD, DOT
b) Coordinate financing with public and private owners PD, Fin.
c) Obtain permit approv als PD
Phase II - National Park Service section
a) Determine alignment within 300 - foot ROW or NPS property PD, NPS
Phase III - Connect to Kuakini Highway extension
a) Coordinate financing and construction with DLNR/DHHL and QLT
PD, DPW, DLNR, DHHL,
QLT
TRAN - 1.6a: Determine the location, design, and function of major transit hub MT, PD
TRAN - 1.6b: Determine funding and construction schedule
MT, PD
TRAN - 1.6c: Identify Kailua urban transit routes, including phasi ng and transfer points MT
TRAN - 1.7a: Establish a route to Kailua or Makaeo Village with enhanced frequency and in coordination with
MT
rural paratransit service
TRAN - 1.7b: Master plan transit statio ns in coordination with Rural Town redev elopment MT, PD
TRAN - 3.4a: Identify high priority retrofits and coordiate with County Department of Public Works PD, DPW
TRAN - 3.4b: Obtain County Department of Public Work's repaving and repair project schedule and
PD, DPW
coordinate retrofits in conjunction with those projects
TRAN - 3.8a: Master plan, design, and construct park and ride facilities MT
TRAN - 3.8b: Coordinate inter - modal connection with Kona International Airport Master Plan MT, PD, DOT
TRAN - 3.8c: In vestigate beach service options MT
TRAN - 4.3a: Identify centralized public parking as part of the TOD Village Master Plans PD, developer
TRAN - 4.3b: Identify centralized public parking as part of the Kailua Redevelopment Plan PD, KVB ID
TRAN - 5.1b: Commence shuttle service using mini - vans and small buses (i.e. Handi - Van) MT
TRAN - 6.2a: Develop financing plan for streets according to the priorities listed in PolicyTRAN - 6.2 PD, DPW, Fin.
PROGRAMS
TRAN - 3.2a: Determine s taffing and equipment requirements for landscaping maintenance program
DPW, PD
TRAN - 3.2b: Identify financing tools for maintenance programs through public financing plan DPW, PD, Fin.
TRAN - 3.2c: Implement financing plan for maintenance pr ograms DPW, PD, Fin.
TRAN - 3.5a: Identify high priority routes in coordination with State Department of Education, State
DPW, DOE, DOT
Department of Transportation, and County Department of Public Works
TRAN - 3.6 a : Designate multi - modal pat hs (pedestrians, bicycle) DPW, PD
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Communication No. 2019-09
ESTIMATED TIMELINE
A CTION IMPLEMENT E R(S)
Initiated
2 years 3 years 5 years
10 years
- - -
-
Ongoing
ture
1 2 3
5
Fu
TRAN - 4.1a: Implement Rideshare Program for County employees MT, Mayor's Office
TRAN - 4.1b: Identify major employers to initate TDM programs MT
TRAN - 4.2a: Evaluate work shifts of major emp loyers in relation to existing bus schedules and routes
MT
TRAN - 4.2b: Request major employers to contribute toward subsidizing commuter transit service Businesses
TRAN - 4.3c: Investigate appropriate parking fees PD
TRAN - 5.1a: Estab lish fares for seniors, disabled, students, and general public. MT
TRAN - 5.1c: Modify shared ride taxi program to use coupons for the first nine miles and to allow starting
MT
the meter after nine miles
STANDARDS AND REGULATIONS
TRAN - 1.1a: Adopt s Official Transportation Network Map
TRAN - 1.3a: General locations of TODs have been determined by the Official Land Use Map
TRAN - 2.1a: Amend s Chapter 23 Subdivision Code to incorporate connectivity standards
Supplements o r
supersedes sections in
HCC Chap. 23, Div. 4
(street design)
TRAN - 2.2a: Update the Official Transportatoin Network Maps with intersection locations as they are
PD
determined through preliminary engineering reports or other plans and/or studies
T RAN - 3.1: Complete on - going effort to revise County of Hawai i Street Standards PD
TRAN - 3.3a: Designate s the reclaimed wastewater zone on Fig ure 4 - 10c Official Public Facitlies and
Services Map
TRAN - 3.3b: Establish list of recommended ve getation, in consultation with Kona Outdoor Circle, as an
PD, DPW
amendment to the County of Hawai i Street Standards
TRAN - 3.7a: Develop criteria for selecting and determing appropriate traffic calming tools as part of the on -
PD, DPW
going revision of the COH Street Standards
TRAN - 6.1a: Adopt s Concurrency Map Supplements HCC sec. 25 -
2 - 46
SECTION 4.2 LAND USE
PROJECTS
LU - 2.3b: Initiate redevelopment plan for Kailua Village. Consider the establishment of redevelopment
authority, pursuant to HRS Chapter 53 (Urban Renewal), Partner with the Kailua Village Business PD, KVDC, KVBID
Improvement Distirct pr ogram in preparing ther redevelopment plan
LU - 2.6a: Negotiate the respective cost - sharing of the appropriate public facil ities DC, Applicants
LU - 2.6b: Program funding of major transit routes, transit stations, and major parks within urban core in
PD, Fin.
coordination with proposed TOD build out
LU - 3.1b: Prepare town master plan(s) PD, MT, Town Entity
LU - 3.2b: Prepare village master plan(s) PD, MT, Village Entity
PROGRAMS
LU - 2.1b: Conduct public workshop to educate the community, including landowners, developers, and the
PD, R&D, DC
public about TOD/TND Villages
LU - 3.1a: Initiate c ommunity organization effort, including landowners, developers, and public, on the
R&D, PD
opportunities of TODs/TNDs for each of the rural towns
LU - 3.2a: Initiate community organization effort, including landowners, developers, and public, on the
R&D, PD
opportunities of TODs/TNDs for each of the rural villages
LU - 4.1a: As an option, consider budgeting and hiring independent contractor(s) to determine the structure
of the Design Center and to establish a pilot program. During this interi m period the independent
PD
contractor will provide recommendations to the Planning Director for land use applications requiring
Design Center review
LU - 4.1b: Create and fund positions to staff the Design Center PD
LU - 4.3a: Assign and tra in staff PD
STANDARDS AND REGULATIONS
LU - 1.1a: Adopt s Official Kona Land Use Map
LU - 1.2: Define s Kona Urban Area
LU - 1.3a: County shall work with State to identify lands that may be appropriate to reclassify from
State, PD
Agriculture to Rural, consistent with the Kona CDP Policies
LU - 1.5a: Review rezoning and SMA applications pursuant to Policy LU - 1.4 Supplements criteria for
State Land Use, rezoning,
and SMA
LU - 1.5b: Identify priority shorelines for increased setback as part of Policy ENV - 2.1 Open Space Network
PD, PR
Program
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Communication No. 2019-09
ESTIMATED TIMELINE
A CTION IMPLEMENT E R(S)
Initiated
2 years 3 years 5 years
10 years
- - -
-
Ongoing
ture
1 2 3
5
Fu
Policy LU - 1.6: 17 - mile protected coastline Supplements criteria for
State Land Use, rezoning,
and SMA
Policy LU - 2.1a: Amend s Chapter 25 Zoning Code to define TODs and TNDs Supplements HCC Chap.
25, Art. 6, Div. 4 (Project
Districts)
LU - 2.1c: Work with landowners, through the Design Center to encourage proposals consistent with
PD
Village Design Guidelines
Policy LU - 2.2: TOD/TND Components Supplem ents HCC Chap.
25, Art. 6, Div. 4 (Project
Districts)
Policy LU - 2.3 a : Official Land Use Map shows general locations of TODs 2.1a & 2.3a duplicative
LU - 2.4a: Amends Chapter 25 Zoning Code to establish TOD floating zone project district Sup plements HCC Chap.
25, Art. 6, Div. 4 (Project
Districts)
LU - 2.5a: Adopt ion of Village Design Guidelines
LU - 2.5b: Continually improve and refine the Village Design Guidelines PD, DC/PD
Policy LU - 2.7: Traditional Neighborhood Developme nt (TND) Floating Zone Established Supplements HCC Chap.
25, Art. 6, Div. 4 (Project
Districts)
LU - 2.8a: Amend s Chapter 25 Zoning Code to create a TND overlay zone for existing zoned lands within Supplements HCC Chap.
the specified residential and commercial zoning dis tricts 25, Art. 6, Div. 1 (Planned
Unit Development)
LU - 2.8b: Review subdivision and plan approval applications pursuant to requirements for parks, housing,
PD
street standards, wastewater, and concurrency
LU - 2.8c: R eview conventional rezoning applications pursuant to Policy LU - 2.8 ( 1 2 )(b) PD
LU - 3.3a: Amend s Chapter 25 Zoning Code and Chapter 23 Subdivision Code to establish Clustered Rural Supplements HCC Chap.
Subdivision PUD 25, Art. 6, Div. 1 (Plan ned
Unit Development)
LU - 3.4a: Adopt s Clustered Rural Subdivision Guidelines
LU - 3.4b: Continually improve and refine the guidelines PD, DC/PD
LU - 3.4c: Work with the State to allow individual home sites smaller than one acre on lands cl assifIed as
PD, OSP
Agricultural so as to increase the flexibility of the Clustered Rural Subdivision Program
LU - 3.5a: Review subdivision application for lands with existing zoning Ag - 1 to Ag - 5a and FA pursuant to
PD
Policy LU - 3.5
LU - 3.5b: Work with landowners through the Design Center to encourage proposals consistent with
PD
Clustered Rural Subdivision Guidelines
Policy LU - 3.6: Subdivision on Agriculturally - Zoned Land Served by a Private Water System Supplements Plng Dept
Rule 22 (Water Variances)
LU - 3.7a: Reviewing Agricultural Employee Housing proposals pursuant to Policy LU - 3.7 Guides interpretation of
Plng Dept Rule 13 (Farm
Dwellings)
LU - 3.8a: Review rezoning applications with higher burden of justification pursuant to Policy LU - 3.8 Supplements amendment
criteria in HCC sec. 25 - 2 -
40
LU - 4.2: Amend s Chapter 25 Zoning Code to require mandatory Design Center review
SECTION 4.3 ENVIRONMENTAL RESOURCES
PROGRAMS
ENV - 1.1a: Compile available GIS e nvironmental data and make it available to the public PD, DATA
ENV - 1.2a: Organize the Kona Mauka Watershed Partnership PD
ENV - 1.2b: Budget and hire contractor to coordinate and prepare Kona Mauka Watershed Management
PD
Program
EN V - 1.2c: Implement Kona Mauka Watershed Management Program PD
ENV - 1.3a: Identify, inform, educate affected public agencies to participate in the preparation of the Kona
PD
Mauka Watershed Management Program
ENV - 1.4a: Identify, inform, edu cate affected private landowners to participate in the preparation of the
PD
Kona Mauka Watershed Management Program
ENV - 1.4b: Develop and establish ecosystems services incentives and a financing program, through the
PD
Kona Mauka Watershed Managemen t Program
ENV - 1.6a: Enact appropriate mechanisms pursuant to Policy ENV - 1.2 Kona Mauka Watershed
PD
Management Program
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A CTION IMPLEMENT E R(S)
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2 years 3 years 5 years
10 years
- - -
-
Ongoing
ture
1 2 3
5
Fu
ENV - 1.7a: Develop priorities and financing strategies to improve accuracy and comprehensiveness of flood
DPW
map ping
ENV - 1.7b: Budget and hire contractor to study feasibility of regional stormwater management systems, such
DPW, PD
as flow ways
ENV - 1.7c: Identify corridors to be recommended for public open space pursuant to Policy ENV - 2.2 Open
PD, DPW
S pace Network Program
ENV - 1.8a: Establish guidelines for Adopt - a - Corridor Program DPW
ENV - 1.11a: Budget and hire contractor to verify and update the anchialine inventory and prepare
PD, USA CE
anchialine pond management program
ENV - 1.12a: Hire consultant to prepare Water Quality Monitoring Guidelines PD, DPW, DOH
ENV - 1.12b: Set up water quality monitoring station locations PD, Community
Organization, UH Sea
Grant, DOH
ENV - 1.12c: Organize and train community base water quality team PD, Community
Organizations, UH Sea
Grant, DOH
ENV - 1.13a: Develop appropriate educational tools for residents and visitors and marketing plan to use them
R&D
ENV - 1.13b: Conduct educational workshops R&D
EN V - 2.1a: Budget and hire consultant to prepare Open Space Network Program PD, PR, OSP, DLNR,
TNC, NPS
ENV - 2.1b: Coordinate with the National Park Service's Ala Kahakai Trail Program PD, PR, OSP, DLNR,
TNC, NPS
ENV - 3.1a: Identify high pri ority areas for acquisition pursuant to Policy ENV - 2.1 Open Space Network
PD, PR, OSC, DLNR
Program
ENV - 3.2a: Develop a financing strategy as part of the Public Facilities Financing Program PD
ENV - 3.3a: Establish Kona Treasures Fund as ta x deductible organization PD, KCC
ENV - 3.3b: Provide funding and staff support as well as public marketing campaign PD, KCC
STANDARDS AND REGULATIONS
Policy ENV - 1.5: Sensitive Resources
Supplements requirements
for all permit app lications to
the Plng Dept
ENV - 1.9a: Supports Chapter 27 pursuant to Policy ENV - 1.9
Policy ENV - 1.10: Non - Degradation of Anchialine Ponds Supplements SMA and
shoreline setback criteria
SECTION 4.4 CULTURAL RESOURCES
PROGRAMS
CR - 1.1a: E stablish the Kona Cultural Resources Committee Commission PD
CR - 1.1b: Identify by GPS Coordinates all existing historic trail alignments that (a) have been recommended
for preservation by SHPD, (b) appear on historic maps and/or are known by oral tradition, and incorporate PD, K CRC, SHPD, NPS
these into the County GIS database
CR - 1.1c: On a continuing basis, identify by GPS coordinates, all cultural resource sites, recommended for
PD, K CRC, SHPD
preservation by SHPD and K CRC and incorporate in County's GIS database
CR - 1.1d: Budget sufficient County funding to provide for administrative and technical support to K CRC to
PD, K CRC
complete its duties listed in Policy CR - 1.1
CR - 1.1e: Establish a work plan to accomplish the du ties in Policy CR - 1.1 K CRC, PD
CR - 1.1f: Prepare Cultural Landscape Report K CRC, PD
CR - 2.1a: The County shal l apply for maintain certification as a Certified Local Government (CLG) under the
National Historic Preservation CLG Program in or der to be eligible to apply for and receive preservation K CRC, PD
funding administered through SHPD
CR - 2.2a: The County shall convene a workshop(s) that would include government agency representatives,
cultural repesentatives and other stakeholde rs to review and make recommendations on the current HC CRC
programs intended to protect cultural resources and other historic sites
CR - 2.2b: The County shall recommend amendments to appropriate ordinances to incorporate the
stewardship and protect ion of historic sites, buidlings and artifacts (Grubbing and Grading, Subdivision HC CRC
Code)
CR - 2.2c: The County shall recommend amendments to appropriate ordinances to incorporate the
appropriate use and implementation of native plants in the la ndscaping of public facilities such as schools, HC CRC
government buildings, and parks
CR - 3.1a: Ensure the existence of and support for public and private entities that further the betterment of public and private
Ka naka Maoli agencies, comm unity
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2 years 3 years 5 years
10 years
- - -
-
Ongoing
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1 2 3
5
Fu
CR - 3.1b: Increase fluency in Ka naka Maoli language public and private
agencies, community
CR - 3.1c: Sponsor cross - sector dialogue on K a naka Maoli culture and island values public and private
agencies, community
CR - 3.1d: Protect K a na ka Maoli intellectual property and related traditional knowledge public and private
agencies, community
CR - 3.1e: Provide K a naka Maoli cultural education for residents, visitors and the general public public and private
agencies, community
C R - 3.2a: Increase the number of educators who teach cultural and historic education public and private
agencies, community
CR - 3.3a: Provide K a naka m Maoli mentors with opporunities to pass on Hawaiian culture and knowledge to public and private
the next generation of K a naka Maoli and others agencies, community
CR - 3.3b: Perpetuate K a naka Maoli food production associated with land and ocean traditions and practices public and private
agencies, community
Policy CR - 3.4: Provide support fo r subsistence - based businesses and economies public and private
agencies, community
CR - 3.5a: Apply the ahupua a concept in action plan for the Kona Mauka Watershed Management public and private
Program agencies, community
SECTION 4.5 HOUSI NG
PROGRAMS
HSG - a: Establish the Kona Non - Profit OHCD
HSG - b.1: Sponsor a design contest and retain the winner to prepare pre - approved plans for starter
Kona Non - Profit
homes, accessory units, or other appropriate housing types
HSG - b.2: Draft standard first right of refusal provision to be included in the Affordable Housing
Kona Non - Profit
Agreements executed between the developer and OHCD and incorporated as deed covenants
HSG - b.3: Exercise rights of first refusal and p urchase Chapter 11 units from developers to rent or lease
Kona Non - Profit
to income - qualified households
HSG - b.4: Establish programs in coordination and to supplement island - wide programs Kona Non - Profit
HSG - c.1: The County and the co mmunity should encourage State agencies currently developing
OHCD, Kona Non - Pr ofit,
affordable projects to review their projects for consistency with the policies to provide affordable rentals,
DHHL, HHFDC
mix of housing types, and perpetual affordability strategies
HSG - c.2: The Kona Non - Profit should coordinate with the pertinent State and County agencies to
inventory potential public lands that are suitable for housing development and intiate project planning or Kona Non - Profit, DLNR
ensure land - banking for affordab le housing purpose
HSG - c.3: The County or Kona Housing Non - Profil should explore privatization options with the State
OHCD, Kona Non - Profit
housing agency
STANDARDS AND REGULATIONS
HSG - d.1: TOD/TND mixed affordabl e housing requirement, TOD/TND preemption of ohana dwelling, Supersedes HCC Chap.
Project District Affordable Housing Floating Zone 25, Art. 6, Div. 3 (ohana
dwellings); supplements
Div. 4 (Project Districts)
HSG - d.2: Additional Chapter 11 cred its for workforce housing; disabled, elderly, live/work units; 1:1 Supplements HCC sec. 11 -
density bonus; resale restrictions 5(c) (credits), - 8 (density
bonus), - 14 (resale
restrictions)
HSG - e: New private developments are encouraged to creativ ely provide low cost/affordable housing and
meet certain needs especially critical to Kona. The Design Center should help to increase awareness of DC/PD
these policies and stimulate creativity to meet these needs
SECTION 4.6 PUBLIC FACILTIES, INFR ASTRUCTURE & SERVICES
PROJECTS
PUB - 2.1a: Plan a new North Kona Police Station to be located within the Hono ko hau Village TOD and
Police
program for design and construction funding
PUB - 2.1b: Coordinate with the State to relocate the circuit and district courts to the Honok o hau Village
State Judiciary, PD
TOD
PUB - 2.1c: Design and construct the relocated South Kona Police Station. The County is in the process
Police
of acquiring a site
PUB - 2.3a: Existing and proposed fir e stations meet the level of service for the Urban Area. A new fire
Fire
station is needed in South Kona in the vicinity of the Hookena
PUB - 2.4a: Identify proposed lifeguard stations on the Official Public Facilities and Services Map Fir e, PD
PUB - 2.6a: Identify additional disaster shelters and critical facilities where defecient State and County CD
PUB - 3.2a: Plan, design, and construct information center/activity center for the disabled and elderly
OA
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Initiated
2 years 3 years 5 years
10 years
- - -
-
Ongoing
ture
1 2 3
5
Fu
PUB - 3.4c: Co ntinue to implement curb ramp program for streets and sidewalks and parks and recreation
DPW, PR
program facilities
PUB - 4.1a: Update, as necessary, DWS's master plan for Kona to support future growth in the TODs
DWS
Policy - 4.2: South Kona Water System
PUB - 4.3d: Update the Kona water system master plan to incorporate agricultural water component
DWS
PUB - 4.4b: Develop a sewer plan to service the Kahaluu area DEM
PUB - 4.4c: Update the sewarage master plan to service the entire Kona Urban Area with priority to the
DEM
TODs and the areas within approximately 1 mile of the shoreline
PUB - 4.5a: Master plan the expansion of the Kealakehe Wastewater Treatment Plant DEM
PUB - 4.5b: Master plan the development of a new wastewater treatment plant servicing north of Hina
DEM
Lani Street that considers the feasibility of natural treatment systems
PUB - 4.5c: Master plan a comprehensive wastewater reclamation system to maximize reuse DEM
PUB - 4.6a: Future wastewater reuse areas shall be identified on Figure 4 - 10c Official Public Facilities and
DEM, PD
Servcies Map - Waste Management
Pub - 5.1b: Master plan concept and financing for new natural sysytem wastewater treatment faci lity and
DEM
relocated transfer station/recycling center; obtain DLNR approval to use State land
PUB - 6.2a: Identify deficiencies to the park system described in Policy PUB - 6.2 PR, PD
PUB - 6.2b: Establish a master plan for expansion and improvement of the Old Airport as a district park
PR, PD
PUB - 6.2c: Begin the process to find a location and funding for the Kona Civic Auditorium. Invite public
PR, PD
input regarding design requirements and preferences
PUB - 6.2d: Pr epare master plan for Kealakehe Regional Park PR, PD
PUB - 6.2e: Begin the process to find location, acquire site, prepare master plan and fund a South Kona
PR, PD
District Park (including integrated community services center)
PUB - 7.1a: U se charrettes to the extent practicable in the design process of County facilities to involve the
DPW, PD
community, broaden the design input with multi - disciplinary expertise, and stimulate creativity
PUB - 7.1b: Update the community at milestone s in the design process such as the end of the schematic,
DPW, PD
design development, and pre - bid construction documents phases
PROGRAMS
PUB - 2.1d: Support the addition of manpower for policing efforts Police
PUB - 2.2a: Support for the c ommunity policing program should continue Police
PUB - 2.2b: In villages, consider reinstating the bicycle patrols Police
PUB - 2.2c: Through a Business Improvement District or other organization, partner with downtown
KVID
businesses to enhan ce security and orderliness
PUB - 2.2d: Develop a public safety audit checklist and conduct neighborhood and downtown safety walks Police, KVBID,
to identify potential crime spots or unsafe areas Neighborhood Watch
Organization
PUB - 2. 5a: Identify motor vehicle related fatalities and injuries Police, DOT, DOH, traffic
safety organizations
PUB - 2.5b: Improve data collection, assessment, and dissemination of information Police, DOT, DOH, traffic
safety organizations
PUB - 2 .5c: Encourage an integrated planning and design process for improvements in roads, emergency Police, DOT, DOH, traffic
medical services, and public transportation safety organizations
PUB - 3.1a: Coordinate with the County of Hawaii Healthcare C risis Plan Mayor's Office
PUB - 3.4a: Continue to work with the police department to assist in accessible parking enforcement
Police
PUB - 3.4b: Offer educational programs to sensitize residents to the chanllenges of the blind, deaf, or
One stop center
w heel - chair bound persons
PUB - 4.3a: Develop policies and plans to provide water for agricultural use, and amend DWS 's Rules
DWS
accordingly
PUB - 4.3b: Develop an irrigation best practices certification program SWC D
PUB - 4.3c: Develop an application form to facilitate verifcation of the agricultural dedication and irrigation
DWS
best practices certification
PUB - 4.4a: Identify the violators and enforce the sewer hookup requirements DEM
PUB - 4.7 a: Hire a consultant to develop Stormwater Management Program and Guidelines, incentives,
DPW
and education/training program, such as LID
PUB - 4.7b: Implement the education and training program; adopt and publicize the incentives; adopt and
DPW
enfor ce the Stormwater Management Guildelines
PUB - 5.1a: Find entreprenuer ( s) for biofuel crop R&D
PUB - 6.3a: Establish in cooperation with the State DOE, joint use of school facilities for recreatinal and
PR, DOE, PD
community use
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Initiated
2 years 3 years 5 years
10 years
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-
Ongoing
ture
1 2 3
5
Fu
Policy PUB - 6.4 Environment as Public Realm and Classroom. See Actions ENV - 2.1 and CR - 1.1e
PUB - 6.5a: Consider 1% of public facilities construction budget to be allocated for public art at new
IC
County facilities
Policy PUB - 6.6: I mportant Role of Schools in Creating a Sense of Community PR, DOE, PD
PUB - 7.2a: Develop a maintenance level of service for parks and streetscapes to establish a baseline
PR, DPW
expectation
PUB - 7.2b: Encourage adopt - a - park and adopt - a - street civic participation to meet the level of service s PR,
expectations community/neighborhood
associations
PUB - 7.2c: Provide for upgrading and maintenance to the public facilities in critical need of attention PR, DPW
PUB - 7.2d: In crease outside lighting at public restrooms PR, DPW
PUB - 7.2e: Open existing public restrooms that are currently closed, and provide for more public
PR, DPW
restrooms in strategic locations
PUB - 7.2f: Initate a process to establish a m onthly, scheduled maintenance review of pubilc restooms in
PR, DPW
Kona
Policy PUB - 7.3: Recruitement Incentives
PUB - 8.1a: The County shall should work with the community to establish One - Stop Community Resource
R&D, commun ity
Center
PUB - 8.1b: Increase funding for the Healing Our Island Program R&D
PUB - 8.1c: Increase transportation options, especially small vans, in order to reduce rural isolation and
R&D, MT
increase access to programs, jobs and activities
PUB - 8.1d: Increase demand - response transportation through the use of small vans in order to increase
R&D, MT
accessibility to drug and alcohol treatment and programs
PUB - 8.1e: Increase the number of therapeutic living programs and facilities R&D, MT, OA
PUB - 8.1f: Develop a de - tox program in Kona community/non - profit
PUB - 8.1g: Establish a youth intake center to provide more immediate intervention for youth in Kona community/non - profit
PUB - 8.1h:Expand partnerships am ong substance abuse treatment providers and improve coordination
community/non - profit
and integration of services
PUB - 8.2a: Provide demand - response transportation (e.g. small vans) for the elderly, youth, and disabled
R&D, MT
PUB - 8.2b: Expand partnerships among providers and improve coordination and integration of services
community/non - profit, OA
for residents with disabilities or special needs
PUB - 8.2c: The County shall should provide a new homeless shelter and an opportun itiy for transitional
OA
living to low income rental housing
STANDARDS AND REGULATIONS
Policy PUB 1 - 1: Official Public Facilities and Services Map
PUB - 2.2e: Incorporate in the Village Design Guidelines crime prevention through enviorn mental design
PD
principles
Policy PUB - 3.3: Preventive Health through Walkable Communities Incorporated in Village
Design Guidelines
PUB - 4.1b: Amend DWS Rules as necessary to support the Kona CDP land use policies DWS
Policy PUB - 6.1: Gathering Places Incorporated in Village
Design Guidelines
Policy PUB - 6.2: Neighborhood park dedication requirements Supersedes HCC Chap. 8
(Park Dedication)
SECTION 4.7 ENERGY
PROJECTS
ENGY - 1.4b: Install photovoltaic systems to p ower deepwell pumps for the County Kona wells DWS
ENGY - 1.4c: Pilot installations of power generating - pressure reducing valves in Kona are in progress
DWS
Policy ENGY - 1.7: County Lead by Example County Departments
PROGRAMS
ENGY - 1.1 a: Provide a standard logo label to stick onto the title page of building plans to alert the Kona
PD, DPW - BD
permitting agencies to expedite processing
Policy ENGY - 1.2: Energy Saving Renovation for Existing Residences Kona non - profit
ENGY - 1.3a: Work with lenders to publicize available mortgage programs Credit Unions and other
lenders
ENGY - 1.4a: Finance a leak detection program for the County Kona water systems DWS
Policy ENGY - 1.5: Distributed energy and Other Innovative T echnology Support HELCO
Policy ENGY - 1.6: Alternative Fuel for K ea hole Power Plant HELCO
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Initiated
2 years 3 years 5 years
10 years
- - -
-
Ongoing
ture
1 2 3
5
Fu
SECTION 4.8 ECONOMIC DEVELOPMENT
PROGRAMS
ECON - 1.1a: Develop RFP for new hospital, negotiate with candidates, and select new site DOH, PD, p rivate
ECON - 1.1b: Develop medical center TOD master plan and rezone as Regional Center TOD DOH, PD, private
ECON - 1.2a: Develop TOD master plan with the civic center as the heart of the town center and rezone as
DPW, PD
Commercial TOD
ECO N - 1.3a: Encourage DBEDT and NELHA BoD to reevaluate and publicly articulate NELHA's short - and
DBEDT, NELHA
long - term business plan
ECON - 1.3b: Develop a master plan for the commercial development of the mauka area of NELHA and
DBEDT, NELHA
obtain entitlements
ECON - 1.3c: Design and construct the frontage road to complement and implement the commercial
NELHA, private, DPW
master plan
ECON - 1.4a: Work with the State, University System, and the community to finalize decisions regarding
UH, private
the mission and size of the new universtiy at West Hawaii
ECON - 1.4b: Develop a master plan and program funds for the design and constructions of the campus UH, private
ECON - 1.4c: Develop the TOD master plan for the surroundin g areas of the university in coordination with
UH, private
the adjoining Pa lamanui Project
ECON - 1.4d: Formalize the relationship between the Hawaii Community College and the Design Center,
UH, NELHA, DC
NELHA, and the healthcare industry
P olicy ECON - 1.5: Food Industry Catalysts
DOA, UH, PD, community
Policy ECON - 1.6: Conservation as a viable business option private, government
Policy ECON - 1.7: Redevelopment as economic stimuli PD, KVID
ECON - 1.8a: Establish a pool of expertise and information on the eco - industrial park concept R&D
ECON - 1.8b: Establish a reuse center to refurbish and sell used appliances and materials OHCD, Catholic Social
Ministries
ECON - 1.8c: Establish a community recognition program for green businesses COC
ECON - 2.1a: The County will work with Kona's Agricultural Community to make recommendations for
R&D, DOA, community
priorities
ECON - 2.1b: Create and adopt a County Agricultural Tourism program/policy R&D, DOA, community
ECON - 2.1c: In partnership with the agricultural community in Kona, the County will establish a "Local
R&D, DOA, community
Grown" program for agricultural products
STANDARDS AND REGULATIONS
Policy ECON - 1.1: Establishes Med ical Center Floating Zone Supplements HCC Chap.
25, Art. 6, Div. 4 (Project
Districts)
Policy ECON - 1.8: Establishes Eco - Industrial Park Floating Zone Supplements HCC Chap.
2 5, Art. 6, Div. 4 (Project
Districts)
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5. 7. GLOSSARY
A ction A specific requirement or recommendation, such as the creation of a project or program, intended
to implement a policy or achieve an objective.
Brownfield Land previously used for industrial purposes or certain commercial uses that may be
contam inated by low concentrations of hazardous waste or pollution and has the potential to be reused
once it is cleaned up.
Commercial Village A village intended for mixed use, higher density residential, retail, commercial,
employment, and/or regional one - o f - a - kind facilities such as major civic, medical, education, and
entertainment facilities.
Density The ratio of the dwelling units to the gross land area in which they are located.
Density Transfer The transfer of allowable dwelling units from one pa rcel of land to another, in exchange
for open space.
Development Agreement A written agreement for specified periods of time between the County, any
governmental entity or agency made a party thereto, and any person having a legal or equitable interest in
real property for the purpose of vesting the right to develop such property in accordance with laws,
ordinances, resolutions, rules, and policies of any governmental entity or agency made party to the
agreement in effect at the time such agreement is ex ecuted, and for the purpose of delineating
development requirements that may include, but are not limited to, affordable housing, design standards,
water allocations, dedications of real or personal property, on - site and off - site infrastructure and other
d evelopment related improvements and government services, which shall be approved by resolution of the
County Council and executed by the Mayor on behalf of the County.
Environmental Assessment (EA) and Environmental Impact Statement (EIS) An information al
document prepared in compliance with Chapter 343, Hawaii Revised Statutes, that discloses the
environmental and social impacts of a proposed action on the community and state, measures proposed to
minimize adverse effects, and provides alternatives to t he action.
Extensive Agriculture LUPAG designation for lands not classified as Important Agricultural Land.
Includes lands that are not capable of producing sustained, high agricultural yields without the intensive
application of modern farming methods and technologies due to certain physical constraints such as soil
composition, slope, machine tillability and climate. Other, less intensive, agricultural uses such as grazing
and pasture may be included in the Extensive Agriculture category.
Flood Corri dors - year floodplains and planned
flow ways.
Flow Way Proposed man - made drainage or designated channels.
Goal A goal is a desired outcome expressed in simple terms. It should describe the desired end state.
Greenbelt or Greenway Areas of largely undeveloped, wild, agricultural land surrounding or neighboring
urban areas.
Greenfield An area that is undeveloped or used for agriculture. Refers only to undeveloped open space
areas within the Kon a Urban Area between not within a TOD s , TND s and or infill.
Important Agricultural Lands LUPAG designation for lands with better potential for sustained high
agricultural yields because of soil type, climate, topography, or other factors. Important agr icultural lands
were determined by including the following lands:
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Communication No. 2019-09
Guide Maps.
Lands identified in the Agricultural Lands of Importance to the State of Hawaii ( ALISH)
are no Class A lands on the Island of Hawaii.
n irrigated basis, by the U.S.D.A.
input from farmers.
State agricultural park s.
Infill Land development of unused or underutilized lands within or directly adjacent to existing
development or development patterns within the Kona Urban Area. the general boundaries of existing
urban/suburban areas that were previously left undevelo ped.
Land Use Pattern Allocation Guide (LUPAG) The County of Hawaii General Plan LUPAG Map
indicates the general location of various land uses in relation to each other.
Makai towards the sea.
Mauka inland, upland, towards the mountain.
Mixed Use A land use pattern that integrates compatible residential, commercial, industrial, office,
institutional, or other land uses.
Neighborhood Village A village intended for residential, public/civic uses, or small scale neighborhood
oriented commercial uses. The commercial uses are of a small scale and are intended to serve the needs
of the village residents.
Objective An objective is a desired endpoint that leads toward accomplishing a goal.
Open Space Undeveloped land or water body which is free of structures and equipment, except for those
a sense of special separation fro incompatible land uses, areas for agricultural operations, passive
recreation, active recreation, conservation uses, or historical site preservation.
Pedestrian Way A public right - of - way through a block between lots for pedestrian traffic, which may also
be used as a utility easement, and which has a maximum width of t wenty feet.
Policy A deliberate plan of action to guide decisions and achieve rational outcomes.
Public Access, Open Space, and Natural Resources Preservation Commission The Commission will
be made up of nine members who are appointed by the Mayor an d confirmed by the Council. The purpose
of the Commission is to develop an island - wide prioritized list of qualifying lands worthy of preservation.
The Commission will explore methods of funding land acquisition and make recommendations and will
emphasiz
and/or private funds.
Rural Area Areas outside of the Kona Urban Area.
Secondary Area The area extending approximately ¼ mile from the outer edger of the vi llage core of the
TOD. Lower density housing and other auto - oriented uses are located here. The secondary areas take
advantage of the services within the core area through an interconnected street system with easy access to
transit by foot, bike, or car. Secondary areas will be primarily comprised of standard single - family and
multi - family neighborhoods.
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Traditional Neighborhood District Floating Zone (TND) A new type of Project District for areas zoned
agriculture within the Kona Urban Area.
Transit Oriented Development Floating Zone (TOD) Mixed use developments located at strategic
points along a regional transit system. TODs consist of moderate and high density housing, along with
complementing public uses, jobs, retail and services.
Urban Area The Kona Urban Area spans from the Kona International Airport to Keauhou. The majority
of future growth shall be directed within this area.
Village Core A concentration of development within a neighborhood that includes identified residential,
retai l, office, public spaces, and public/civic uses. The village core includes the ¼ mile area from a transit
station.
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