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The VisionKeepers Guide
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EnVision Downtown Hilo 2025
Community -Based Vision and Living Action Plan for Downtown Hilo
April 2008
Prepared by:
Kylie Alexandra
Alex Frost
Susan Gagorik
Marlene Murray
On behalf of the EDH 2025
VisionKeepers
FUNDED BY
COUNTY OF HAWAII PLANNING DEPARTMENT
HAWAII COUNTY COUNCIL
STATE OFFICE OF PLANNING - COASTAL ZONE MANAGEMENT PROGRAM
THE PREPARATION OF THIS REPORT WAS FINANCED IN PART BY THE COASTAL ZONE
MANAGEMENT ACT OF 1972, AS AMENDED, ADMINISTERED BY THE OFFICE OF OCEAN AND COASTAL RESOURCE
MANAGEMENT, NATIONAL OCEAN SERVICE, NATIONAL OCEANIC AND ATMOSPHERIC ADMINISTRATION,
U.S. DEPARTMENT OF COMMERCE, THROUGH THE OFFICE OF PLANNING, STATE OF HAWAII.
A REPORT OF THE COUNTY OF HAWAII, PURSUANT TO NATIONAL OCEANIC AND
ATMOSPHERIC ADMINISTRATION (NOAA) AWARD NO. NA06NOS4190159, NA05NOS4191060 OR
NA04NOS4190038 (RESPECTIVELY) AND FUNDS PROVIDED BY THE OFFICE OF PLANNING, DEPARTMENT OF
BUSINESS AND ECONOMIC DEVELOPMENT AND TOURISM, STATE OF HAWAII.
THE STATEMENTS, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ARE THOSE OF THE AUTHOR(S) AND DO
NOT NECESSARILY REFLECT THE VIEWS OF NOAA, THE DEPARTMENT OF COMMERCE,
OR ANY OF ITS SUB - AGENCIES.
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Coastal Zone Management
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The VisionKeepers' Guide to
Implementing Your Community Plan
April 2008
Prepared by:
Kylie Alexandra
Alex Frost
Susan Gagorik
Marlene Murray
On behalf of the EDH 2025 VisionKeepers
VA! ision Downtown Hilo
S
025
aE .. _
EnVision Downtown Hilo 2025
A Community -Based Vision and Living Action Plan for Downtown Hilo
FUNDED BY
COUNTY OF HAWAII PLANNING DEPARTMENT
HAWAII COUNTY COUNCIL
STATE OFFICE OF PLANNING - COASTAL ZONE MANAGEMENT PROGRAM
THE PREPARATION OF THIS REPORT WAS FINANCED IN PART BY THE COASTAL ZONE
MANAGEMENT ACT OF 1972, AS AMENDED, ADMINISTERED BY THE OFFICE OF OCEAN AND COASTAL RESOURCE
MANAGEMENT, NATIONAL OCEAN SERVICE, NATIONAL OCEANIC AND ATMOSPHERIC ADMINISTRATION,
U.S. DEPARTMENT OF COMMERCE, THROUGH THE OFFICE OF PLANNING, STATE OF HAWAII.
A REPORT OF THE COUNTY OF HAWAII, PURSUANT TO NATIONAL OCEANIC AND
ATMOSPHERIC ADMINISTRATION (NOAA) AWARD NO. NA06NOS4190159, NA05NOS4191060 OR
NA04NOS4190038 (RESPECTIVELY) AND FUNDS PROVIDED BY THE OFFICE OF PLANNING, DEPARTMENT OF
BUSINESS AND ECONOMIC DEVELOPMENT AND TOURISM, STATE OF HAWAII.
THE STATEMENTS, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ARE THOSE OF THE AUTHOR(S) AND DO
NOT NECESSARILY REFLECT THE VIEWS OF NOAA, THE DEPARTMENT OF COMMERCE,
OR ANY OF ITS SUB - AGENCIES.
Nowell Call Program
Coastal Zone Management
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In the year 2025, Downtown Hilo
...Has a vibrant, thriving, and diversified economy that supports its residents, visitors, and local businesses
with a gathering place that builds on the community's unique scientific, educational, historical, spiritual,
cultural, and artistic assets.
...Is a green, sustainable environment with protected natural resources - magnificent vistas, pristine waters,
pure sweet air, and historic charm.
...Carefully manages its growth and development through sound planning and policies, accommodating
change while preserving its unique historical character, natural features, and quality of life.
...Is a friendly, safe, and healthy community with affordable housing, accessible health care, low levels of
crime, well- maintained streets, pedestrian pathways, public places, and a wealth of recreational activities for
families and youth.
...Is a global magnet for education, culture, and the arts, building on its rich Hawaiian, ethnic, and cultural
diversity and shares these resources with the community and the rest of the world.
...Is synonymous with the spirit of Aloha, a community that celebrates its unique character, rich heritage,
generational values, and vision for the future. Our hometown, Downtown Hilo, is a welcoming neighborhood
like no other - a wonderful place to live, work and play.
tf EnV� n Dot'lufown Hilo
A 2025
The VisionKeepers' Guide to Implementing Your Community Plan Page i
Dedication
The VisionKeepers' Guide to Implementing Your Community Plan is
dedicated to the Friends of Downtown Hilo Steering Committee. Their
enthusiasm, commitment, and perseverance led to the creation of EnVision
Downtown Hilo 2025: A Community -Based Vision and Living Action Plan
for Downtown Hilo (EDH 2025). EDH 2025 now inspires greater capacity
for community plan implementation.
The VisionKeepers' Guide to Implementing Your Community Plan Page ii
Letter from the Chair
April 21, 2008
Dear Reader,
On behalf of the EDH 2025 Vision Keepers, I am pleased to present The Vision Keepers Guide to
Implementing Your Community Plan. En Vision Downtown Hilo 2025: A Community -based Vision and
Living Action Plan for Downtown Hilo (EDH 2025) is a model implementation project which relies on
collaboration between government agencies and community groups as a measure of its success. The
Vision Keepers are documenting their triumphs and challenges to assist other communities who are
about to implement their own community -based plans.
After two years of working with the Vision Keepers to shepherd implementation of EDH 2025, 1 can say
the experience has been inspiring and rewarding.
Creating a place that provides the services and atmosphere that the community most desires involves a
great deal of patience and persistence. Having a strong vision drives dedicated individuals toward the
plan's fulfillment.
It is my hope that this Guide helps others who choose to take on this responsibility. The EDH 2025
Vision Keepers honor and support all who wish to strengthen and sustain their community.
Sincerely,
Paul A. Nash
Chairperson
EDH 2025 Vision Keepers
The VisionKeepers' Guide to Implementing Your Community Plan Page iii
Reflections from a VisionKeeper
has certainly been a learning process for all of the Committee members. We learned that the
implementation process can be somewhat of an organic process, reflecting the dynamics of the
groups and individuals involved. At times, 1 found this aspect of the process to be unsettling, that
is, having to discover the most appropriate structure and process for implementing the plan and not having a set
process to follow. We were fortunate, though, to hear from the experience of other community leaders on the
mainland going through their own implementation process. We discovered that, even though there were
similarities to the structure between various community plans, the approach for implementation varies
considerably from community to community. Perhaps, this is how it should be; that each implementation process is
best tailored to the dynamics of the community and people involved. 1 had to remind myself that we are in the
process of determining the best approach for this committee and this community.
Initially, 1 also felt frustrated that we were not moving faster in implementing more elements of the Plan. 1 recall a
discussion we had with an Implementation Committee member from a mainland community, when someone said
they were so impressed with all that their community had accomplished. She responded by saying, "Yes, but you
have to remember, we have been at this for eight years." It reminded me that ours is a plan for the next 20 years,
and we need to remain persistent, though patient in our efforts. 1 realized that some Actions take time, especially
working with all the pertinent community groups that need to be part of the effort. I think this is one of the unique
aspects of Envision Hilo 2025; that it was not only formed by the community, but that it has the continual support
of a community group to see that the Plan is implemented and remains true to the community's vision overtime. 1
realize that it is the continual efforts of those on the implementation committee and many dedicated community
groups involved that will make all the difference in bringing much of the Vision for Downtown Hilo to fruition. To
me, this is one of the most gratifying aspects of being part of this process, having the opportunity to work with such
dedicated and caring people and to actually see and be part of the implementation of a considerable community
planning effort that is truly a reflection of our community's vision.
- James Leonard, Vice Chair, EDH 2025 VisionKeepers
F
al
The VisionKeepers' Guide to Implementing Your Community Plan Page iv
Table of Contents
Section Page Number
EDH 2025 Overarching Vision i
Dedication ii
Letter from the Chair iii
Reflections from a Vision Keeper iv
Table of Contents v
Definitions vii
Introduction ix
How to Use the this Guide xi
Who Are the EDH 2025 Vision Keepers? xii
Vision Keepers Timeline 2006 -2007 xiv
Our Story: The First Two Years
A. Celebrate and Initiate Implementation 1
B. Create an Implementation Committee 2
B1. Implementation Committee Members 2
B2. Retreats 3
B3. Organizational Governance 4
B4. Subcommittees 4
B5. Annual Goals 5
B6. Funding and Budgets 6
B7. Staff Support 7
B8. Professional Development 8
The VisionKeepers' Guide to Implementing Your Community Plan Page v
Section Page Number
C.
Establish Relationships with Lead Solution Partners
9
D.
Promote Your Community Plan
10
E.
Host the First Town Meeting
11
F.
Encourage Community Involvement
13
G.
Document Implementation Progress
14
G1. First EDH 2025 Annual Report
14
G2. Action Plan Update
15
G3. Implementation Guide
16
H.
Easy Wins
17
I.
Major Actions
18
J.
Where Are The VisionKeepers Now?
20
K.
Next Steps... Change, Sustainability, and Commitment
21
Acknowledgments 22
Appendix 27
Contact Information Last Page
The VisionKeepers' Guide to Implementing Your Community Plan Page vi
Action: A specific event, plan, program,
regulation, development, or study intended
to help implement a given strategy.
Action Plan Matrix: A vision "road map"
designed in a matrix format. A plan
comprised of strategies and actions
intended to move our community toward
achieving its vision. It includes references
to Lead Solution Partners, Supporting and
Potential Partners, and action status.
Capacity Building: Opportunities which
provide training, knowledge and experience
for working together more collaboratively
and effectively as we develop our
communities.
Community -Based Vision: An overall
image of what our community wants to be
and how it would look at a point in the
future. The target year for the Downtown
Hilo vision is 2025.
Core Values: The VisionKeeper's deeply
held shared ideals and beliefs against which
its Vision and Mission are measured.
Easy Wins: Vision - friendly activities or
doable projects that are visible and can be
organized and accomplished simply,
inexpensively and quickly - ideally in less
than one year.
DEFINITIONS
Ex- official Members: Staff who are also
members of the Vision Keepers.
Focus Areas: Principle themes within our
Community -Based Vision and Living Action
Plan. All actions fall into one these Focus
Areas. The diversity of the Focus Areas
ensures that our Plan remains balanced and
sustainable. The EDH 2025 Plan has six
focus areas: Creating Economic Vitality,
Preserving Our Environment, Strengthening
and Sustaining Our Community, Enhancing
Education, Culture and the Arts, Promoting
Health and Safety, and Managing Growth.
Focus Area Mentors: Small committees
based on the six focus areas that the Action
Plan is created from. Members join based
on their interest and expertise. The
Vision Keepers consult with these experts
before making a decision on changes to the
Living Action Plan. New members can be
recruited accordingly to balance the
committee.
Ike is Hilo: "Imagine Hilo."
Implementation Committee
(Vision Keepers):
An objective group of committed citizens
who serve as shepherds for a community
plan. They promote, celebrate, and
monitor progress of the Living Action Plan.
The VisionKeepers' Guide to Implementing Your Community Plan Page vii
Lead Solution Partners: Organizations
or agencies who take the lead role for
achieving or implementing an action.
Preferably partnerships are shared between
a government agency and a community
group.
Living Action Plan: A plan that doesn't
sit on the shelf because it is based on
community values and is alive and organic.
It is flexible, and evolves with the people
who are working on it. Our Action Plan
undergoes a public review every five years
to integrate changes. Our first 5 -year public
review will be in 2010.
Major Actions: Long term strategic
actions that are identified in the Action Plan
Matrix. They are usually large in scope and
depend on smaller projects that build upon
each other to achieve the action.
Shepherd: Protector, guardian, defender,
caretaker, or keeper for a plan.
Stakeholders: Stakeholders in our
community are those individuals or
organizations that help bring about change;
users or customers who are impacted by or
benefit from what happens; experts who
guide us; or those who exert influence over
decisions and hold the ability to generate
change.
Strategy: A major initiative designed to
achieve a Focus Area in our community's
Overarching Vision.
Supporting Partners: Organizations and
agencies that assist our Lead Partners to
implement an action.
Sustainability: A sustainable Downtown
Hilo is one that meets the needs of those of
the present without compromising the
needs and opportunities of future
generations. Embracing an ethos of
sustainability guides us towards an
evaluation of our economy, our ecological
footprint, and our personal health. To
encourage sustainable implementation, we
embrace the following values: Firstly,
implementation is built upon a foundation
of diverse stakeholder involvement which
encourages collaborative partnerships.
Secondly, we strive to build local leadership
capacity to ensure that actions can be
initiated and implemented.
Visioning: A process through which any
community can envision the future it wants,
plan how to achieve it, and begin to
implement it. Through visioning, a
community answers the following
questions: Where are we now? Where are
we going? Where do we want to be? How
do we get there? And finally, are we getting
there.
The VisionKeepers' Guide to Implementing Your Community Plan Page viii
INTRODUCTION
ry plan dreams of being held and cradled in
meone's arms.
,alts for that moment when a miracle worker is inspired by what he or she has read
a� J commits to an action identified in the Plan. It could be a small visible action that is
organized and accomplished simply, inexpensively, and quickly — ideally in less than
one year; what we call an "Easy Win ". Or, it could be the first step of a major or a long -range action. It
is a memorable moment, when you can point to an action in the Plan and say, someone has started to
work on this .... Our Vision is becoming a reality!
The Hawaii County Council adopted the EnVision Downtown Hilo 2025: Community -Based Vision and
Living Action Plan (EDH 2025) by Resolution 192 -05 in November, 2005. The Friends of Downtown Hilo
Steering Committee (Friends) with the guidance of vision expert and long -range Planner, Steven Ames,
facilitated the creation of the Community -Based Vision and Living Action Plan by asking the community a
series of questions: Where are we now; Where are we going; Where do we want to be; How will we get
there; and Are we getting there? The Friends learned that if our Plan was to remain living and not
simply sitting on our shelf, the last two questions needed to be answered. Adoption of the Plan
represented a significant new beginning for the creation of a successor Vision Implementation
Committee (now called the EDH 2025 VisionKeepers). The Friends recognized that a new level of
The VisionKeepers' Guide to Implementing Your Community Plan Page ix
community stewardship and commitment was vital in order to keep the EDH 2025 Plan alive and in the
spotlight. They understood that implementation required making both a financial investment in
Downtown Hilo's future and a social investment in the form of local capacity building. Little did the
Friends know that such social investment would bring a surprising rate of return that would continue to
energize, transform, and sustain not only the EDH 2025 Plan but the dedicated people who work to keep
the Plan alive.
As a group of committed citizens, the EDH 2025 Vision Keepers focus on promoting implementation of
our community's Vision for Downtown Hilo using our own Vision and Mission as guiding principles. As
we pilot the implementation process, we act as trendsetters for creative plan implementation. We
embrace and strive to build collaborative governance, where forming public - private partnerships
becomes the norm for solving problems, working on creative solutions, and building a future that the
community calls its own. This document tells the story of our first two years, from January 2006 to
December 2007.
Vision Keepers
Left to right: Sudha Achar, Susan Gagorik, Dolly Strazar, Marlene Murray, Eileen O'Hara, Kaholo Daguman, James
Leonard, Kylie Alexandra, Neil Erickson, Kathleen Nielsen. (Absent: Paul Nash, Alex Frost)
The VisionKeepers' Guide to Implementing Your Community Plan Page x
HOW TO USE THIS GUIDE
To obtain the highest benefit from this document, it is suggested that you read the EDH 2025
Plan, which can be found on the Web at: www.co.hawaii.hi.us /edh2025.
This guide is intended as a grassroots resource for engaged citizens who are seeking effective
tools to facilitate the implementation of their community plan, and specifically for those
interested in stimulating a community network to collectively move towards implementing a
community plan. The VisionKeepers' experience provides examples and challenges faced by
engaged citizens, just like you, as we continue to move forward and implement actions from
Envision Downtown Hilo 2025: A Community -Based Vision and Living Action Plan.
We anticipate that many users will originate from the non — profit sector or be affiliated with
organized community groups, but this guide provides guidance to all individuals who have a
passion for implementing their community plan. This guide contains step -by -step information
for bringing together residents, local government agencies and community -based organizations
to form partnerships to make your community the "best it can be in coming years ".
OUR STORY: THE FIRST TWO YEARS
The VisionKeepers' Guide to Implementing Your Community Plan is arranged according to
different phases of the implementation process as experienced by the VisionKeepers. Each
section of this guide contains:
• A brief story which describes the VisionKeepers' experiences.
• Lessons learned which offer valuable, time - saving advice.
• Key Questions for communities preparing to implement their own plans, which seek to
stimulate the reader's own innovative process.
The VisionKeepers' Guide to Implementing Your Community Plan Page xi
WHO ARE THE EDH 2025 VISIONKEEPERS?
The EDH 2025 Vision Keepers (Vision Keepers) are a diverse group of volunteers who serve as
shepherds or keepers of the flame for the EDH 2025 Plan. Our primary role is to promote the
EDH 2025 Plan and the people who work on it, to monitor the Plan by reporting progress to the
community, celebrating our successes, and validating changes to ensure the Plan continues to
reflect community voices as it is being implemented. The title of our Plan and the way it is
structured serves to strengthen and validate these fundamental roles. We remain neutral on
issues and do not promote our own self- interests or speak on behalf of special interest groups.
A strong public involvement process resulted in the creation of the Community -Based Vision
and Living Action Plan. We maintain an essential partnership with the County of Hawaii
Planning Department to ensure that the EDH 2025 Plan does not simply sit on their shelf like
many other plans have in the past. We strive to listen to community voices and support
implementation as the primary purpose for creating a community plan.
The Vision Keepers embrace the following core values, which guide how we work together and
with others:
• We feel a deep passion for Downtown Hilo and believe that it is a special place, which
can sustainably thrive.
• We are prepared to take on a greater role to ensure implementation of the Vision.
• We appreciate the value and importance of community visioning and plan
implementation.
• We believe in collaboration, building partnerships, and local capacity building as guiding
principles in our work.
The VisionKeepers' Guide to Implementing Your Community Plan Page xii
We are also guided by our own Vision and Mission Statement:
Our Vision is that the community embraces, implements and celebrates the community-
based Vision and Living Action Plan.
The Missio 1 of the EDH 2025 Vision Keepers is to energize, guide, inspire, and strengthen
partnerships within the community to implement the Living Action Plan.
Embracing the role of "shepherd" for the EDH 2025 Plan in today's contemporary society seems
unusual to some. However, as the definition of a shepherd reads, "to watch over, protect,
guide, and take care of," what could be a more ideal role for a VisionKeeper! For many of us,
taking on such a new and unfamiliar role has been uncomfortable at times. Our path is not
always clearly defined because we are creating a new implementation approach. Making
decisions can be challenging and even confusing. This seems to be the nature of collaboration,
working in partnerships, and being considerate and respectful of other people's opinions.
To remain grassroots requires the discipline to listen and translate what we hear into a
collective and intuitive wisdom. Sometimes we are not able to visualize or articulate that
"wisdom" the first time around. A VisionKeeper is often challenged to think "out of the box"
and to be a creative thinker, spontaneous and artistic — which can be very empowering.
Many of us are active and involved in the community and some of us belong to organizations
that are identified as Lead Solution Partners in the EDH 2025 Plan. This requires us to maintain
mindfulness in order to remain objective and not promote special interests. We endeavor to
hear the heart of the community. The Vision Keepers strive to combine vision with action.
Vision Keepers learn how to listen, observe, brainstorm, and test out creative ideas. It definitely
involves commitment, which makes our work rewarding, fun, and exciting.
Our work is all about discovering potential, enhancing skills and talents, building relationships,
and creating community all while achieving the Vision. It is a miraculous, inspiring, and
transformational experience that can definitely be life changing!
The VisionKeepers' Guide to Implementing Your Community Plan Page xiii
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Page xiv
OUR STORY: THE FIRST TWO YEARS
A. Celebrate and Initiate Implementation
Celebrations are magical. During implementation, celebrations serve as a natural segue from
one phase to another. Celebrations teach us to embrace change, bring closure, and move
towards new beginnings in a gentle way.
In January 2006, at Mooheau Bandstand, the Friends celebrated the completion of
approximately 18 months of facilitating the creation of the EDH 2025 Plan. The County Band,
Jeri Gertz and the Downtown Dynamos, Brittni Paiva, and Brudda Smith performed at the
celebration. There were special guest speakers, County directors, and the presentation of our
new Vision Implementation Committee (VIC) which the Friends helped form. Of course, we
enjoyed a celebration cake served graciously by the new VIC! The celebration brought closure
to the Friends' role and provided a natural segue to
implementation kickoff. The Friends passed the torch to Key Questions:
their new successor committee, who would now take How do you plan to introduce
over as "keepers of the flame" for the EDH 2025 Plan. the Implementation phase to
your community?
Within a few days after the celebration, the Friends
•
hosted awelcome /training for the VIC and committed Who will help organize it?
Lead Solution Partners, who are identified as potential
implementers in the Plan. It was a great way for everyone to meet and receive a general
orientation before starting on this very important work. Gathering everyone together was a
positive way to begin implementation.
101,A Lessons Learned
• Celebrations provide a rare opportunity to strengthen partnerships by gathering all
stakeholders together.
• Show appreciation at public events by acknowledging everyone who has contributed to your
success.
Appendix A: Proposed Celebration Budget
The VisionKeepers' Guide to Implementing Your Community Plan Page 1
B. Create an Implementation Committee
About five months before the County Council adopted the Plan, the Friends organized a
subcommittee to identify potential members and criteria for selecting the new committee.
Although they had included a chapter in the Plan providing their ideas and suggestions for the
new committee, ultimately, organizational decisions were left to the Vision Keepers themselves.
The Friends sought to recruit a broad cross section of committed stakeholders, such as business
owners, landowners, representatives of the Lead Solution Partners, community
representatives, students, and government. To help with the recruitment process, the Friends
created a list of "shining stars," or enthusiastic individuals they discovered during the
community visioning process. Two Friends agreed to extend their service by joining the
Vision Keepers to help with the transition. An interim Chair and Vice -Chair were appointed to
lead us through our initial stages of our development. Prior to implementation kickoff, the
Friends and the new committee held a joint meeting to get to know one another. A few days
after the celebration, community visioning expert Steven Ames met with the committee and
the committed Lead Solution Partners to introduce the basic concepts of an implementation
process.
61. IMPLEMENTATION COMMITTEE MEMBERS
The Friends identified selection criteria for the new Vision Implementation Committee and
requested all potential committee members to complete an application. They initially selected
nineteen individuals to be on the new committee. In addition, a County of Hawaii Planner and
a Recorder were included as ex- official members of our committee. Currently, the
Vision Keepers consist of 12 members which include
Planning Department and Research & Development ('OKey Questions:
liaisons, a Community Planning Assistant, and a Recorder.
In retrospect, we realize that the concept of developing a
team with a broad cross section of representation
requires careful thought. Members should be asked to
share their passion, expertise, special interests, and time
commitment. Incorporating members with diverse
• What qualities are you looking
for in a committee member?
interests and expertise balances and enhances dialogue.
Likewise, clear expectations of a Vision Keeper should be provided to new members so they
The VisionKeepers' Guide to Implementing Your Community Plan Page 2
understand the roles and expected time commitment. It is also helpful to know what parts of
the Plan - Focus Area, action, or Lead Solution Partner- the committee member feels naturally
inclined to work with.
r .40 Lessons Learned
Initially, a smaller group size of 10 —12 committee members is more manageable.
Clarify the roles and responsibilities of committee members to ensure they understand how
they can contribute their time and skills.
If there are major Lead Solution Partners in the Plan (organizations that have responsibility
for a larger number of actions), it makes good sense that they are part of the committee
roster.
Appendix B1: Committee Application Form; Vision Keepers Fact Sheet; Criteria for Selection;
Selection Procedure
62. RETREATS
Within a week after implementation kickoff, the Vision Keepers held a retreat with professional
facilitators to develop our Vision, Mission, Focus Areas, and roles and responsibilities. In
addition we identified qualities of a Chair and developed
an initial work plan. We also formed teams called Focus Key Question:
Area Mentors (FAMs) as a strategy for working with our
How soon will you hold your first
Lead Solution Partners. To maintain the momentum, we retreat?
set the date for a regular committee meeting within a
week of the retreat.
A second retreat was held later in the year, where we strengthened our Vision and Mission and
discussed ideas for a Town Meeting.
r
!# Lesson Learned
Periodic retreats strengthen group cohesion, and are valuable for accomplishing significant tasks.
The VisionKeepers' Guide to Implementing Your Community Plan Page 3
B3. ORGANIZATIONAL GOVERNANCE
We gave ourselves five months before we elected a
permanent Chair and Vice Chair. During the first six
months, we spent a considerable amount of time focusing
on group dynamics and allowed natural leaders to
emerge. We agreed on a name - the EDH 2025
Vision Keepers - and created an Organizational
Governance document. We set our regular monthly
meetings, which are 1 -1/2 hours long and try to respect
everyone's valuable contribution by ending on time. We
also take a vacation from meetings every December.
AVAJ Lesson Learned
Key Questions:
• Do you have a clear Vision
and Mission for your
committee that is understood
by everyone?
• How will you ensure that your
members are clear about
their roles and
responsibilities?
Afford adequate time to complete this initial stage of committee formation to allow natural group
leaders to emerge.
Appendix 1133: Vision Keepers Organizational Governance; Sample Monthly Meeting Agenda
B4. SUBCOMMITTEES
The Vision Keepers initially organized teams, called Focus Area Mentors (FAMs), to liaise with
our Lead Solution Partners. FAMs now serve as experts for the six Focus Areas in our Plan
whom we consult with when there are changes to the
Living Action Plan (new actions, revised wording, etc.)
Potentially, FAMs are a method for recruiting new FKey Que stions:
members. Which subcommittees will
We formed an Executive Subcommittee in April 2007,
which consists of a Chair, the Vice Chair, Finance Chair,
Recorder, Planning Department liaison, and the
Community Planning Assistant. The Executive
Subcommittee requires a greater level of commitment. It
best encourage your
committee's effectiveness?
• How will you empower your
subcommittees to make
decisions?
The VisionKeepers' Guide to Implementing Your Community Plan Page 4
meets one week before the Vision Keeper meeting to create the agenda and to keep abreast of
important issues. Our Executive Subcommittee is also called upon to speak on behalf of the
VisionKeepers at public hearings and other occasions as needed. Creating an Executive
Subcommittee is another form of local capacity building. It serves as an opportunity to develop
new leadership skills, such as strategic planning, listening, making urgent decisions
collaboratively, and providing guidance for the VisionKeepers.
We created other subcommittees as needed and dissolved them when their tasks were
completed. All our subcommittees have enjoyed various levels of success.
l'i/ Lessons Learned
• Establish an Executive Subcommittee early on to provide the guidance needed to be
successful.
• Allow subcommittees to form and dissolve as needed.
65. ANNUAL GOALS
We develop goals for each fiscal year to help carry out
our roles and responsibilities. Goals help us to evaluate
and measure our progress by developing opportunities
for accomplishments as a committee. We have learned to
be flexible in realizing that goals often take longer to
accomplish than we anticipate.
1111A Lessons Learned
Key Question:
IHave you outlined the goals your
committee hopes to accomplish in
your first year?
• Set realistic annual goals to guide committee members' and build confidence in the
Implementation process.
• Develop an annual roadmap to provide structure for your goals and to keep your committee
on track.
Appendix 1135: VisionKeepers Annual Goals for FY 2008 -2009
The VisionKeepers' Guide to Implementing Your Community Plan Page 5
B6. FUNDING AND BUDGETS
To support the Vision Keepers, we secured funding from
various sources, including grants and donations, State
Office of Planning - Coastal Zone Management Program,
County of Hawaii Planning Department, and the Hawaii
County Council. This made the development of the EDH
2025 Plan and the implementation phase a truly
collaborative effort.
A Key Questions:
• How will your committee
ensure it is financially
sustainable?
• What will be the primary I
source of funding?
The County of Hawaii Planning Department presently • Is there an experienced grant
maintains the overall budget and pays expenses for writer in your committee?
County funds we receive. The Big Island Resource . Are there other available non -
Conservation and Development Council serves as fiscal monetary or in -kind resources
sponsor for other incoming grants and monies. The that will support your mission
and activities?
budget is prepared in collaboration with our Finance
Chair to ensure a balanced community perspective. Our
proposed budget is brought to the full Vision Keeper committee for approval.
Lessons Learned
• Develop goals and then create a budget that finances your goals.
• Use existing public agencies or non - profit groups to serve as fiscal sponsors for grants and
funding.
Appendix 1136: Vision Keepers FY2007 -2008 Budget Template
i
r
C=2 fa woo
The VisionKeepers' Guide to Implementing Your Community Plan Page 6
B7. STAFF SUPPORT
Fortunately, the Planning Department provided a staff Planner to serve as a liaison and to
support us as we develop our organization and structure, so we could focus on our new roles
rather than spending a significant amount of time raising funds to sustain ourselves. Our
Planning Department liaison's dedication to implementation of the EDH 2025 Plan has been a
crucial element in our success.
In addition, a Hawaii County Resource Center staff liaison Key Questions:
provides community resources and facilitators and • What are the roles of your
informs us of leadership training opportunities. staff and volunteers?
A Community Planning Assistant works part -time on • How can you ensure that your
contract with the Planning Department to compile all the local government officials are
supportive of your ongoing
behind - the - scenes administrative and promotional work, implementation efforts?
and networks with the community and our Lead Solution
Partners.
A Recorder is one of the most valuable positions. We have an excellent Recorder, who expertly
captures and summarizes our meetings, compiles results from public meetings, keeps our
documents in order, and even creates promotional materials for us. Keeping track of our
meeting discussions enables us to build action steps and move forward.
lu Lessons Learned
• Local government support for community -based plans is essential to their success, and
their support cannot be taken for granted. It has to be earned "the old- fashioned way"
through communication, information, and education.
• Designated liaisons with the County ensure that local government remains aware,
informed, and committed to the success of community plan implementation.
• A trained and committed Recorder is essential for accurate and useful meeting summaries.
• When needed, use a skilled facilitator to increase productive outcomes of meetings.
• It is important to harmonize and clarify roles between staff and volunteers.
The VisionKeepers' Guide to Implementing Your Community Plan Page 7
B8. PROFESSIONAL DEVELOPMENT
Several Vision Keepers and a few Planning Department staff members attended two
conferences, Creating Livable Cities and Coastal Zone '07, to learn more about community
development and coastal zone management issues. In order to build leadership capacity for
Vision Keepers meet with the Bend 2030 Board.
IKey Questions:
• What type of training
opportunities does your
committee need?
• What types of training
opportunities are available for
your committee?
collaborative implementation,
government and community can benefit from developing new skills and learning together
helps to establish a common roadmUp and a common
language on which to build working relationship. While in
Oregon for one of these events, the Vision Keepers also
visited with two Vision Implementation Committees — one
in Bend (Bend 2030 Board) which is a non - profit
organization and another in Hillsboro (Hillsboro 2020
Vision Implementation Committee) which is a City
Advisory Committee. Visiting with these groups provided
an invaluable perspective on how other committees
operate, build partnerships, and shepherd implementation
of their community plan.
both
This
Vision Keepers visit with the Mayor
of Hillsboro
f
Lessons Learned
• Professional development of your committee and Lead Solution Partners is important to build
essential local leadership capacity.
• Networking with other successful community -based vision implementation groups provides
information, know -how, and inspiration.
The VisionKeepers' Guide to Implementing Your Community Plan Page 8
C. Establish Relationships with Lead Solution Partners
Our greatest challenge involves encouraging our Lead Solution Partners to buy into the EDH
2025 Plan. Traditional planning practices over the past twenty five years typically excluded
community voices. It takes time, effort, and a little courage to transcend old ways. In the
absence of a community plan, both government and
community organizations are accustomed to prioritizing
Key Questions:
their own goals. They may have less experience in
How will your committee
working collaboratively to implement specific strategies
organize opportunities to
and actions. Furthermore, limited human and financial
develop relationships with
resources affect budget priorities. It takes significant
Lead Solution Partners?
time to affirm relationships with Lead Solution Partners
• How will you convince a Lead
and Supporting Partners. This includes educating them to
Solution Partner that
implementing an action is a
work in conjunction with our Community Plan and
win /win?
explore creative financing options for projects identified
in the Plan.
• How do you build leadership
capacity for Lead Solution
In conjunction with the Town Meeting week, the
Partners to be successful in
working on actions?
VisionKeepers hosted an "Action Plan Basics Workshop"
for our Lead Solution Partners. Facilitated by Gail Clarke
and Sandi Claveria, the workshop guided Lead Solution Partners to discover their strengths and
to develop tools for community action. In addition, Lead
Solution Partners discussed their
actions in the EDH 2025 Plan and decided on the next steps for implementation.
Recently, we initiated a new strategy by inviting a Lead Solution Partner to our monthly
meetings. There, they discuss their mission, goals, and ongoing projects. We become
acquainted, and we begin the dialogue on how to incorporate our Living Action Plan into their
agenda. This new approach has helped to build trust, communication, and ultimately we hope,
collaboration.
1111A Lessons Learned
• Clarify Lead Solution Partners' role in the Plan and educate them on how to work with our
Community Plan.
• Encourage communication between Lead Solution Partners to avoid duplication of efforts.
The VisionKeepers' Guide to Implementing Your Community Plan Page 9
D. Promote Your Community Plan
Fortunately, the Friends developed a logo and tagline to brand our Vision Plan. A logo helps to
increase the visibility of our Plan in the community. Through a grant, we were able to publish
300 copies of the EDH 2025 Plan in a three -ring binder format in order to accommodate
updates to our Plan. Copies of our Plan and CDs are free to the public on request. We also host
a Web site where the EDH 2025 Plan and information about the Vision Keepers is available. In
addition, we developed promotional materials to increase
the Vision Keepers' presence in the community. They Key Questions:
include EDH 2025 business cards, window display decals,
EDH 2025 Information Guides, Vision Keeper fact sheets, How will you promote
awareness of your Plan to
Vision Keeper note cards, a PowerPoint presentation, and keep it visible in the
our Implementation Guide. These items will be included community?
in a tool kit that every Vision Keeper carries with them.
• Do you have a promotional
As a part of our Promotions Subcommittee, we recently
created a Speakers Bureau to participate in radio shows,
presentations for Lead Solutions Partners, and other
opportunities to promote the Plan.
toolkit which includes a logo
and educational materials?
We can only effectively promote our Plan when we can clearly articulate who we are and what
we do. This level of clarity comes with the maturity of our committee members and with
opportunities to practice this skill. Presentations before Lead Solution Partners, the County
Council, the Planning Commission, and other public meetings have provided us with
opportunities to improve our public speaking skills. Effective communication tools are essential
in promoting a community plan.
11 /Ai Lessons Learned
• It takes time and effort for the Plan to become a valued resource for both government
agencies and the community, but the rewards are immeasurable!
• Use all available means to increase awareness and recognition of the project "brand."
Appendix D: EnVision Downtown Hilo Toolkit List
The VisionKeepers' Guide to Implementing Your Community Plan Page 10
F. Host the First Town Meeting
An annual Town Meeting provides a forum for reporting the Plan's implementation progress to
the general community, networking, and celebrating
together. Key Question:
The EDH 2025 Vision Keepers and the Hilo Downtown What kind of event will you
Improvement Association co- partnered to host and organize to showcase
organize the first Town Meeting. The Town Meeting took accomplishments and report on
place at the Palace Theater, with over 200 people in your Plan's progress?
attendance. The formal program incorporated displays
and included music, dance, food, guest speakers, and presentations from Lead Solution
Partners. We also advertised
this event as a special "
green
night" encouraging recycling
and recyclable materials —
very much part of our Vision.
made every effort to acknowledge our
Lead Solution Partners and their efforts
toward implementation. Every action
begins with a small step. Our Plan
includes a five -year Action Plan and a
20 -year Vision, so we are realistic that it
will take time to achieve our long -term
Vision.
The Town Meeting also served as an
opportunity to check in with the
The Town Meeting provided
an opportunity for reporting
on the first 1 -1/2 years of
implementation to the
general community. Although
few major actions had been
initiated at that point, we
The VisionKeepers' Guide to Implementing Your Community Plan Page 11
community by polling participants on their preferred Easy Wins and Major Actions
asked the for their ideas and feedback on evaluating the
event. In retrospect, we could have had a more engaging
event by incorporating more interactive dialogue. We hope
to explore other public participation techniques for our next
public event.
Guest speakers included community visioning expert, Steven
Ames, and "Livable Cities" expert, Suzanne Lennard. Our
guests also attended a special debriefing meeting with the
Vision Keepers and met with Mayor Kim and key department
officials. Collectively, the Vision Keepers evaluated the
U wn
Meeting and compiled a record of the Town Meeting into a
binder which will be useful for the committee organizing the next one!
We also
.� Lessons Learned
• Hire a professional public relations consultant to organize your event.
• Include plenty of opportunities for polling, community engagement, and interaction.
�"r f
i
Appendix E: Town Meeting Program; Community Survey; Checklist
The VisionKeepers' Guide to Implementing Your Community Plan Page 12
F. Encourage Community Involvement
Our Living Action Plan is organized around six Focus Areas to ensure balance and sustainability.
Almost everyone who picks up our Plan can find an area
that might interest them. Key Question:
I When is the right time to engage
Community can be involved in many ways which depend the community in productive and
on desired level and time commitment. They include: meaningful ways?
• an Implementation Committee Member who
volunteers to help shepherd the implementation process,
• a Lead Solution Partner implementing actions or Easy Wins,
• an involved participant who attends workshops, meetings and public meetings, or
• an interested person who attends a once a year celebration or community event.
Part of our challenge involves identifying clear goals and opportunities for different levels
community outreach and engagement. Throughout the implementation phase, opportunities
for general community involvement include attending the annual Town Meeting and
implementing Easy Wins. More commitment will be expected from Lead Solution Partners
when we begin the 5 -year Action Plan Update in 2010 and the Vision Update in 2025. We are
currently exploring other creative ways to promote our Plan and to involve the community
according to their level of commitment.
Ir4A11,
.j Lessons Learned
• Recruit resourceful people within the community and channel their participation according to
their passion, expertise, and available time.
• Include ways for new people to become actively engaged and develop a succession strategy
to replace committee members who will ultimately move on.
The VisionKeepers' Guide to Implementing Your Community Plan Page 13
G. Document Implementation Progress
G1. FIRST EDH 2025 ANNUAL REPORT
We prepared our first Annual Report in order to report progress to our funders, partners and
supporters. They include the Mayor, the County of Hawaii
Planning Department, Planning Commission and County
Council, the State Office of Planning, our Lead Solution Key Questions:
Partners, and the community. The Annual Report who will write your Annual
documents and highlights the progress and changes Report, and how will you
during the first 1 -1/2 years of implementation. We found collect the necessary information?
that 1 -1/2 years is a more realistic timeframe for
reporting progress than the standard one year, since most • What kind of report card will
actions take longer to complete than we anticipate. you have?
Developing the most suitable format for reporting on
progress and monitoring our committee's effectiveness will take time. Ideally, the Annual
Report outlines progress and accomplishments, and evaluates both the EDH 2025 Plan and the
Vision Keepers.
..
41AA Lessons Learned
• Develop a simple and brief survey on action implementation that can be sent to Lead
Solution Partners to aid preparation of your progress report.
• Include data from the Lead Solution Partner survey in the Annual Report, since it reveals
significant trends that may promote implementation.
• Develop criteria to evaluate the effectiveness of your committee.
Appendix G1: LSP Action Survey (This is not the way to do it! In the future, we will shorten and
simplify our LSP Survey.)
The VisionKeepers' Guide to Implementing Your Community Plan Page 14
G2. ACTION PLAN UPDATE
Community plans are dynamic by nature. This is because communities grow and evolve from
new people becoming involved and others leaving. Priorities often shift and unexpected events
all lead to a changing community. Actions in our Plan evolved immediately after it was
adopted. Fortunately, the Hawaii County Council adopted our Plan by resolution, which
provides us with some built -in flexibility for change.
Actions are being revised and new actions are emerging. Key Questions:
Lead Solution Partners and Supporting Partners change. i How will you make needed
Constant dialogue and the ability to see another person's revisions to your Action Plan
perspective becomes an inherent part of the collaborative Matrix to increase the
amount of relevant
process. Change is inevitable within a living community information and to increase
plan; it evolves as people work together on an action. We readability by the general
are learning to be flexible and open to change within the public?
construct of our Vision. • Can you improve your Action
Plan Matrix?
We are currently developing a more interactive Action
Plan Matrix to ensure it contains the most relevant
information needed during Implementation. Recently, we created a shared information site
where the Vision Keepers can post comments and news that affect our Plan. This helps us to
track changes within our Plan. In 2008, we Plan to introduce this updated and redesigned
matrix to the community for adoption in 2010.
1AA Lessons Learned
• Develop measures to track action changes and the emergence of new actions on an ongoing
basis.
• Be prepared to refine and modify your Action Plan.
Appendix G2: Sample revised Matrix Template
Rachelle Ley, Intern, and LeAna Gloor, Contractor for the Action Plan Update
The VisionKeepers' Guide to Implementing Your Community Plan Page 15
G3. IMPLEMENTATION GUIDE
EDH 2025 is a pilot project, and the VisionKeepers are almost certainly the first formal
community plan implementation committee on this island. Thus, documenting our story has
become an important vehicle for sharing our experiences
and communicating what we are learning with other Key Question:
communities. How will you document your
'Lessons Learned' for your
To initiate The VisionKeepers Guide to Implementing committee and others?
Your Community Plan, we asked the VisionKeepers (past
and present) to provide us with feedback on three questions: What worked, what didn't work,
and how can we improve the Implementation phase? Their responses helped to mold the Story
and Lessons Learned in this guidebook. Preparing this Guide allows us to formally acknowledge
the evolution of our organizational governance.
Producing an Implementation Guide also forced us to examine our own progress over the past
two years. Although it may seem like we have a relatively small number of implemented
actions to showcase, creating the structure for an implementation committee involved a giant
leap. We hope that our story will help you and other communities to work more efficiently, by
providing you with insights and practical tools. Like us, documenting your story will help your
committee to reflect on how much you have achieved together.
101AA Lessons Learned
• Ask committee members specific questions to aid data collection.
• An Implementation Guide is a valuable historic document that provides a foundation on which
to build group identification.
The VisionKeepers' Guide to Implementing Your Community Plan Page 16
H. Easy Wins
One way to establish momentum within a community plan is to identify "Easy Wins ". We
define "Easy Wins" as vision - friendly activities, or doable projects that are visible, and can be
organized and accomplished simply, inexpensively, and
quickly — ideally in less than one year. It is impossible to Key Question:
keep track of every single Easy Win that is being
How will you encourage your
implemented in our community. However, it is important community to implement Easy
to acknowledge and showcase Easy Wins when possible, Wins?
as they are a positive motivating force. This can also
embolden Lead Solution Partners to take on Major Actions.
To stimulate the implementation process, we requested discretionary funds from the County
Council. Many activities that we thought would be an Easy Win actually took longer than a year.
Having a collaborative dialogue early on to define clear project guidelines, constraints, and
develop a realistic timeline can help to identify projects that meet the criteria of an Easy Win.
Consideration must be given to spending Council monies within the fiscal year they are
received, which can also be a challenge.
1AA Lessons Learned
• Publicize and celebrate Easy Wins to build community awareness of the Plan's
implementation.
• Experience will aid us to develop realistic timeframes, since most projects take longer to
complete than we think.
Colorful planters and stenciled storm drains are just two of
the Easy Win projects completed in 2007.
The VisionKeepers' Guide to Implementing Your Community Plan Page 17
I. Major Actions
Relatively few major actions actually began in the first two years of our Action Plan. The first
step in implementing an action is getting to know the Lead Solution Partner and their current
objectives. Most of the actions in our Plan include infrastructure improvements or plans for
new improvements, and many of our
Lead Solution Partners already feel
overwhelmed.
Key Question:
How will you achieve greater
consensus on priority actions?
So how do we make the transition
from fixing today's problems to
strategically planning for our future
and working on actions that will get us
there? Discovering new partners to implement an initial phase of an action in the Plan provides
one example: emergency preparedness.
The Pacific Tsunami Museum and the Planning Department joined together to serve as co -lead
partners for developing a Tsunami Education, Preparation, and Recovery Plan for Downtown
Hilo in collaboration with many Supporting Partners. The strength of this partnership is the
knowledge, ideas and skills that are brought to the table. This new collaborative team will
implement this project, which completes the first component of an All Hazard Preparedness
Plan, an important strategy identified in our Plan. This project provides a great opportunity to
bring several Lead Solution Partners and Supporting Partners together.
Action 3.13: Hilo Farmers Market's SMA Application was approved by the Planning Commission in March 2008.
The VisionKeepers' Guide to Implementing Your Community Plan Page 18
Prioritizing actions represents another way to focus VisionKeepers' direction. Our Plan includes
survey responses on community members' priorities for Downtown Hilo. In addition, at the
Town Meeting we polled attendees on Major Actions and Easy Wins. This information is
combined with VisionKeepers' observations and
411 knowledge about action progress in the
community. Ultimately, we developed a list of
actions for which the VisionKeepers formed
committees in order to encourage and help
initiate.
It is important to remember that every action in
the Plan represents a priority for the
community. However, in a long -range plan,
different actions will naturally rise to the top
depending on the conditions, financial resources
and goals of Lead Solution Partners. We have
learned to be flexible and embrace every action a
Lead Solution Partner endeavors to implement.
Regardless of how priorities naturally change, all
actions remain on the list.
Lessons Learned
Gauging community priorities is one way to promote implementation.
Major Actions represent complex solutions that will take time to implement.
Being open to unexpected opportunities is crucial to a successful Living Action Plan.
The VisionKeepers' Guide to Implementing Your Community Plan Page 19
J. Where are the VisionKeepers Now?
The EDH 2025 VisionKeepers maintain a strong partnership with the County of Hawaii Planning
Department, since most community plans are held there. Sustaining this partnership is crucial
to sustaining the implementation of our community's Plan. Currently, we are supported by
funds from the Hawaii County Council, County of Hawaii Planning Department, and the State
Office of Planning Coastal Zone Management (CZM) Program; although this will be the last year
we will be supported by CZM funds.
Being a committee of volunteers allows us to collaborate and discuss issues among ourselves
and in the community; this is a valuable forum for building partnerships. One of our goals this
fiscal year is to explore our options for the VisionKeepers' long term sustainability. We could
become a non - profit organization, a government
committee or board, a hybrid of the two, or we could Key Question:
continue as we are.
How will you be realistic in the
Our committee lost a significant number of members expectations of your volunteer
committee members?
during the past two years. Some members left because
the role of shepherd felt unfamiliar. Others, who are also Lead Solution Partners, felt they
could be more effective focusing on their role as a lead partner rather than a Vision Keeper. We
learned that during Vision Keeper recruitment, potential members need to understand what is
expected of them - their time commitment, contributing their expertise, and knowledge of
where their passion lies.
We polled the VisionKeepers at the 1 -1/2 year mark in order to prepare for our Implementation
Guide. However, an earlier evaluation could have been beneficial to our group. We are now
considering the idea of holding quarterly meetings to enable the VisionKeepers to allocate
more of their time to assisting Lead Solution Partners.
41AA Lessons Learned
• Find opportunities to recognize the contributions, time, and effort of your committee
members.
• Keep in contact with former committee members to enhance the promotion of your Plan.
• Develop a successor plan to ensure a procedure is in place for recruiting new members and
bringing them up to date.
The VisionKeepers' Guide to Implementing Your Community Plan Page 20
K. Next Steps... Change, Sustainability, and Commitment
We recognize that Downtown Hilo represents a small microcosm on the Island of Hawaii. We
are part of the South Hilo Judicial District 2 and the County Council Districts 2 and 4. We
anticipate that we will soon have the opportunity to � —
actively engage in the South Hilo Community Key Questions:
Development Plan. We will need to assess the
•
Vision Keepers' role within this new context, and discover What Major Actions do our communities have in
ways to share what we have learned. common?
Whatever choices we make will involve a new level of Will your committee liaise
stewardship as we move forward to creatively work with the Vision Keepers and
other implementation
together with new tools that will support the committees to ensure a
implementation process. Everyone needs to feel that vibrant, community- oriented
future for the Island of
they can become a partner and contribute to achieving Hawaii?
their community's dream for a sustainable future.
Implementation is a very exciting time. Stay tuned for
our next two year update. 'Ike is Hilo!
I
1AA Lesson Learned
0
Participating in community plan implementation involves an ongoing process of challenge and
discovery!
The VisionKeepers' Guide to Implementing Your Community Plan Page 21
ACKNOWLEDGEMENTS
EDH 2025 VisionKeepers
Sudha Achar
Kaholo Daguman
Neil Erickson
James Leonard
ti
Paul Nash
Kathleen Nielsen
Eileen O'Hara
1*' Dolly Strazar
Susan Gagorik, Planning Department Liaison
Kylie Alexandra, Community Planning Assistant
Alex Frost, Hawaii County Resource Center Liaison
Marlene Murray, Recorder
r
► Past VisionKeeper Members
Barbara Andersen, Keith Akiyama, Andrew Chun, Julie Cade Bon, Leah Craft,
r
William 'Tip' Davis, Bonnie Geiger, Sonia Juvik, Jeremy McComber,
Alice Moon, Cheryl 'Quack' Moore, James Morin, Donna Saiki, Julie Tulang
The isionKeepers' Guide to Implementing Your Community Plan Page 22
Friends of Downtown Hilo Steering Committee
Barbara Andersen, Kanani Aton, Tom Brown, Keith De La Cruz, Beth Dykstra,
Jeff Frankhouser, Taj Gunther, Jeri Gertz, Susan Gagorik, Gregg Hirata, Peter Heffron,
Mary James, Catherine Kamau, Zendo Kern, Melissa Kennison, Jeffrey Mermel,
Alice Moon, Adrienne Carlin Oliver, Scott Rogers, Susan O'Neill, William Schaefer,
Steven Shropshire, Anita Politano - Steckel, Dolly Strazar, Meredith Tanioka,
Leslie Takayama, Lynette Uyesato, Marlene Murray (Recorder)
County of Hawaii
Harry Kim, Mayor
Dixie Kaetsu, Managing Director
Planning Department
Christopher J. Yuen, Planning Director
Brad Kurokawa, Deputy Planning Director
Department of Research and Development
Jane Testa, Director
Diane Ley, Deputy Director
Funders
Hawaii County Council members:
Stacy Higa, J. Yoshimoto, Donald Ikeda, Bob Jacobson, and Dominic Yagong
County of Hawaii Planning Department
Department of Business and Economic Development, State Office of Planning — Coastal Zone
Management Program
Big Island Resource Conservation and Development Council (fiscal sponsor)
The VisionKeepers' Guide to Implementing Your Community Plan Page 23
Hawaii County Council
Pete Hoffmann
Angel Pilago
Stacy Higa
Brenda Ford
Emily Naeole
Donald Ikeda
J. Yoshimoto
Bob Jacobson
Dominic Yagong
Guest Partners
Cherie Enns, Professor, and Students of the University College of Fraser Valley, British Columbia
Guest Speakers /Trainers
Steven Ames
Suzanne Lennard
Guest Facilitators
Bob Agres
Derek Kurisu
Gail Clarke
Sandy Claveria
The VisionKeepers' Guide to Implementing Your Community Plan Page 24
Committed Lead Solution Partners
Alice Moon & Company
Barbara Andersen
Bike Systems Advocates
Connections Public Charter School
East Hawaii Cultural Council
Hawaii County Civil Defense Agency
Hawaii County Department of Environmental Management
Hawaii County Department of Parks and Recreation
Hawaii County Department of Public Works
Hawaii County Department of Research and Development
Hawaii County Fire Department
Hawaii County Mass Transit Agency
Hawaii County Planning Department
Hawaii County Police Department
Hawaii County Office of Housing and Community Development
Hilo Bay Watershed Advisory Group
Hilo Downtown Improvement Association
Hilo Farmers Market
Hilo Public Library
Lyman Museum
Palace Theater
Pacific Tsunami Museum
Recycle Hawaii
Tropical Visions
Wailuku River Walk Steering Committee
YWCA of Hawaii Island
The VisionKeepers' Guide to Implementing Your Community Plan Page 25
Student Interns
LeAna Gloor, University of Hawaii at Hilo
Rachelle Ley, University of Hawaii at Hilo
Megan Martens, University of Hawaii at Hilo
Contractor: Action Plan Update
LeAna Gloor
Editors
Paul Nash
Steven Ames
Mahalo to all our community members, supporters, and committed
Lead Solution Partners for your dedication to EnVision Downtown
Hilo 2025: A Community -Based Vision and Living Action Plan for
Downtown Hilo. Together, we nurture and sustain Downtown Hilo as
our special place to live, work, and play.
'Ike is Hilo!
The VisionKeepers' Guide to Implementing Your Community Plan Page 26
APPENDIX
The VisionKeepers' Guide to Implementing Your Community Plan Page 27
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APPEN DIX A
The VisionKeepers' Guide to Implementing Your Community Plan
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Appendix A
Proposed Celebration Budget
Project Expense Category
Estimated Expense
Promotional Materials (banner,
posters, invitations)
$500.00
Space Rental /Tent
$350.00
Entertainment
$300.00
Sound System
$200.00
Videographer
$150.00
Refreshments
$300.00
Supplies (leis, name tags, pens,
markers, etc)
$200.00
Total:
$2,000.00
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APPENDIX B
The VisionKeepers' Guide to Implementing Your Community Plan
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tf, ENV ision poEfntown Hila Appendix B1
Ad 2025 VK Fact Sheet
� EDH 2025 VISIONKEEPERS
,5r". FACT SHEET
Name: EDH 2025 Vision Keepers (VK)
Aka: Shepherds, keepers of the flame, networkers, facilitators, messengers,
translators, connectors, cheerleaders, stewards, liaisons, inspirers, change
agents, praise fairies, ambassadors, promoters.
Vision: Our Vision is that the community embraces, implements, and celebrates the
community -based Vision and Living Action Plan.
Mission: The Mission of the EDH2O25 Vision Keepers is to energize, guide, inspire and
strengthen partnerships within the community to implement the plan.
Logo: Our logo provides us with an identity, brands our process, and helps others
to make a visual association with us. (See Logo above)
Core Values: What we believe in and how we work together and with others:
• We feel a deep passion for Downtown Hilo and believe that it is a special place, which
can sustainably thrive.
• We are prepared to take on a greater role to ensure implementation of the Vision.
• We appreciate the value and importance of community visioning and plan
implementation.
• We believe in collaboration, building partnerships, and local capacity building as guiding
principles in our work.
Membership: Maximum fourteen (14) voting members.
Representation: The membership includes members from the community representing the
six (6) focus areas and dedicated representation from the Planning
Department and Hawaii County Resource Center. We also have a Recorder
and a Community Planning Assistant to support our work.
Meeting Schedule: The 4th Thursday of every month; except 5th Thursday in November and no
meeting in December.
Key Activities: Attend monthly VK meetings, develop relationships and work with LSPs,
represent one Focus Area Mentor (FAM)* team, work in subcommittees, and
attend trainings and community events sponsored by VK.
Volunteer hours for a Vision Keeper: minimum 8 hours a month (5 hours for
Vision Keeper related work and 3 hours to support a Lead Solution Partner).
Executive Subcommittee members: Minimum 12 hours a month.
*FAM: Teams include members who have expertise in the following areas:
Creating Economic Vitality; Preserving Our Environment; Strengthening and
Sustaining Our Community; Enhancing Education, Culture, and the Arts;
Promoting Health and Safety; Managing Growth.
Initial Funding: County of Hawaii Planning Department (CZM and Planning Dept. General
Funds); Hawaii County Council; Private foundations and grants (seeking).
Roles and Responsibilities:
1. Promote the EDH 2025 Plan.
2. Support & encourage existing LSPs to successfully accomplish their actions.
3. Identify and outreach to new LSPs.
4. Share information regarding current news and changes in and around Downtown Hilo.
S. Host a Town Meeting to report progress of the Action Plan to the wider community.
6. Showcase and celebrate Easy Wins.
7. Produce an Annual Report for County Administration, Planning Commission, County Council,
Lead Solution Partners, funders, and the community.
8. Work with the Planning Department to sustain the EDH 2025 Visioning and Implementation
Process and recommend suggestions for an island -wide process.
9. Assist the Planning Department with guiding the community involvement process for updating
the Living Action Plan every 5 years and Community Vision every 20 years.
10. Evaluate effectiveness of the VK.
11. Monitor the Vision Action Plan (track changes, measure progress in the Action Plan).
12. Document the Implementation story to serve as a model for other communities.
Updated 4/17/2008
Appendix 131
Committee Application Form
APPLICATION FOR
ENVISION DOWNTOWN HILO 2025 VISIONKEEPERS
if nV _ a O. Mown Hilo
.1� zozs PURPOSE: The EnVision Downtown Hilo 2025 VisionKeepers (VK) are a
`gym► volunteer working group whose purpose is to ensure that the Vision and Living
h Action Plan is implemented and achieved through community involvement,
collaboration, developing government- community partnerships, and building
leadership capacity.
A VK member will be asked to attend monthly meetings, meet with Lead Solution Partners, participate in
training, attend and help organize public events sponsored by the VK, and promote the EDH 2025 Vision
to individuals and community groups.
Our goal is to select members who are community- minded and bring a variety of knowledge, attitudes,
skills and life experiences to this process. Your completion of the following application can assist us in
selecting the best candidates for this very important committee.
Presently, the VK includes representation from the following stakeholders: Lead Solution Partners;
government agencies; Downtown Hilo property owners; other community individuals; DIA.
N_A_\fE
Last First Muddle
RESIDENCE ADDRESS
MAILING ADDRESS
PHONE
Home
EMAIL
Business
DATE
City- State Zip
City- State Zip
Cell
Fax
II.S. CITIZEN /PERALANENT RESIDENT ❑ Yes ❑ No COUNCIL DISTRICT(o,11961 -53" if not siirF)
LENGTH OF RESIDENCE IN HAWAII
III
EDLTC ATION High School
Student (list Major) Other
EMPLOYMENT RECORD (Past ten years. I Tseadditional sheets if necessary.)
FROM (Year) TO (Year) EMPLOYER
Updated March 2008
OCCliP ATION
Are you currently serving on any community boards, federal, state or county boards or commissions? ❑ Yes ❑ No
If yes, name the entity and date your term ends:
COMMUNITY SERVICE (Organizations; offices held; indicate past or present. Use additional sheets if necessary.):
1. 4.
2. 5.
3. 6.
Minimum commitment is 2 years; would you be able to make this commitment as a VK? YES NO
Student commitment: 1 year. As a student, can you commit for one year? YES NO
Will you be able to attend monthly VK meetings, subcommittee meetings and trainings? YES NO
Have you read the EnVision Downtown Hilo 2025: Community Based Vision and Living Action Plan? YES_ NO
Which Focus Area are you most familiar with /and are interested in supporting?
Briefly describe your experience in working collaboratively on solutions to community issues. (Use additional sheets if
necessary)
Briefly explain why you think you would make a valuable and contributing VisionKeeper. Identify one strength that
you have that will strengthen our team.
2
Briefly describe your hobbies and interests.
PERSONAL REFERENCES (Please include address, phone contact and /or email address
1.
2.
I hereby acknowledge and attest that the foregoing information provided by me is true and correct to the best of my
information and belief. I hereby waive any and all right to privacy and authorize the VisionKeepers to obtain
information concerning my fitness and /or ability to serve as a member of the Implementation Committee. I herein
waive any and all claims against the Vision Keepers, its members, officers, agents and assigns, and any person and /or
entity furnishing information, for liability and /or damages as a result of the dissemination and obtaining of this
information.
SIGNED BY
THE INFORMATION CONTAINED IN THIS APPLICATION IS CONFIDENTIAL AND IS SOLELY
INTENDED FOR USE BY THE VISIONKEEPERS IN MATTERS PERTAINING TO COMMITTEEES. IF
YOU HAVE ANY QUESTIONS, PLEASE CALL SUSAN GAGORIK, COUNTY OF HAWAII PLANNING
DEPARTMENT, AT 961 -8288 ext. 256, OR EMAIL edh2025@gmail.com.
PLEASE RETURN COMPLETED FORM TO:
ATTN: SUSAN GAGORIK
ENVISION DOWNTOWN HILO 2025 VISIONKEEPERS
c/o PLANNING DEPARTMENT, COUNTY OF HAWAII
101 PAUAHI STREET, SUITE 3
HILO, HI 96720
3
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Appendix 131
Criteria for Membership Selection
,iv, NJ n �owwown 1400
2025
Selection Process
Guiding Criteria for Selection of VK
Values, Knowledge, Attitude and Skills possessed by a community- minded Vision Keeper:
Member Values:
1. We feel a deep passion for Downtown Hilo and believe that it is a special place, which can
sustainably thrive.
2. We are prepared to tal<e on a greater role to ensure implementation of the Vision.
3. We appreciate the value and importance of community visioning and plan implementation.
4. We believe in collaboration, building partnerships, and local capacity building as guiding principles in
our worl<.
Member Requirements:
1. Mal<e a 2 -year commitment; student —1 year (Planning /Geography or related field).
2. Commit to a minimum of 8 hours of volunteer worl< per month.
3. Attend monthly steering committee meetings and to do the worl< in- between meetings (i.e., reading
plan drafts, tall<ing to community groups & individuals).
4. Help organize /attend public involvement meetings.
S. Follow meeting group agreements as developed.
6. Adhere to the Roles and Responsibilities as set by the VK.
Knowledge: 10 points
1. Knowledge of Downtown Hilo /Hilo geographic area
2. Connected with the community and I<nows people in the community
3. Knowledge of the history of Downtown Hilo /Hilo
4. Some understanding of Land Use and or Planning process.
S. Cultural competence in Hawaii's multi - cultural society.
6. Knowledge of the challenges of living and worl<ing in the distinctly different parts of Hilo (north and
south).
7. Experience in worl<ing with a specific Focus Area
Attitudes: 10 points
1. Willing to be part of a new, and evolving community implementation process with a new mindset.
2. Prepared to assist in obtaining input from community groups and individuals with whom member
already has a relationship.
3. Interested in learning about the planning process and principles (willing to attend training sessions).
4. Adopts a "can do" attitude /with optimism moderated by realism
S. Maintains an open mind when considering whether the old ways may no longer worl<
6. Balances process with task orientation — how you arrive at your outcomes are equally important to
the outcomes desired.
7. Willing and able to work with and collaborate with people who may have different points of view
8. Maintains respect and appreciation of other cultures besides their own.
9. Prepared to work with government by collaborating and building partnerships.
Skills: 10 points
1. Demonstrated commitment to collaborate in seeking solutions to planning issues.
2. Ability to multi -task and follow through with assignments /tasks (yes, to follow- through)
3. Experience in community Visioning and /or long range planning. (nice but not essential)
4. Worked on a project and /or understands strategic planning (Implementation oriented)
S. Experience in outreach and how to get community people involved
6. Team - player (This includes the County as part of that team.)
7. Ability to see the "big picture" — considers and includes more than one's own agenda.
Appendix 131
Procedure for Selection
�n�jision DoK,ntown Hilo
{� 1
n � �
c�
Procedure for Application, Nomination, and Acceptance
Of New VK Members
Step 1: Invite interested person to VK meeting. Provide them with a copy of the Plan and VK fact Sheet.
Step 2: Provide an orientation on the roles and responsibilities of VK membership. This typically takes
about an hour, and can be done by the Community Planning Assistant. The purpose is to give
enough information in order for the potential member to make an informed choice on whether
or not to apply. In addition, we can start to assess which Focus Area the potential member may
fit in to. Post - orientation, the Guiding Criteria for Selection of VK will be reviewed.
Step 3: Potential member submits application.
Step 4: Application and Guiding Criteria forwarded to Executive Committee for review and decision
regarding nomination.
Step 5: If the Executive Committee does not nominate, applicant is informed with explanation of
rationale for the committee's decision.
If the Executive Committee does nominate, the nomination is brought up at the next full VK
meeting for discussion and vote. The applicant is asked not to attend this meeting.
Step 6: If the VK does not approve the nomination, applicant is informed.
If the VK does approve the nomination, the applicant is informed and formally presented at the
next VK meeting.
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{ '*si n Dow"town H110
.. 2025
Appendix 133
Organizational Governance
EDH 2025 VISIONKEEPERS (VK)
Organizational Governance
Project: Envision Downtown Hilo 2025: Community -Based Vision and Living Action Plan
(EDH 2025)
II. Name (Who we are): EDH 2025 Vision Keepers (VK)
III. Vision (Why we are here): Our Vision is that the community embraces, implements, and
celebrates the community -based Vision and Living Action Plan.
IV. Mission (What we are tasked with): The Mission of the EDH 2025 Vision Keepers is to
energize, guide, inspire, and strengthen partnerships within the community to
implement the plan.
V. Logo (Branding): A logo provides us with an identity and helps others to make a visual
association with us. (see Logo above)
VI. Core Values (What we believe in and how we work together and with others):
a. We feel a deep passion for Downtown Hilo and believe that it is a special place,
which can sustainably thrive.
b. We are prepared to take on a greater role to ensure implementation of the Vision.
c. We appreciate the value and importance of community visioning and plan
implementation.
d. We believe in collaboration, building partnerships, and local capacity building as
guiding principles in our work.
VII. Roles and Responsibilities (Tasks, who we work with, and outcomes):
a. Promote the EDH 2025 Plan.
b. Support & encourage existing LSPs to successfully accomplish their actions
c. Identify and outreach to new LSPs.
d. Share information regarding current news and changes in and around Downtown
Hilo.
e. Host a Town Meeting to report progress of the Action Plan to the wider community.
f. Showcase and celebrate Easy Wins.
g. Produce an Annual Report for County Administration, Planning Commission, County
Council, Lead Solution Partners, and funders.
h. Partner with the Planning Department to sustain the EDH 2025 Visioning and
Implementation Process and recommend suggestions for an island -wide process.
i. Assist the Planning Department with guiding the community involvement process
for updating the Living Action Plan every 5 years and Community Vision every 20
yea rs.
j. Evaluate effectiveness of the VK.
k. Monitor the Vision Action Plan (track changes, measure progress in the action plan).
Document the Implementation story to serve as a model for other communities.
VII. Authority. The VK is accountable to the Community in assuring that the Plan
includes community voices and remains a living plan that is in keeping with the
Vision. Any formal reports or recommendations relating to the Plan shall be
forwarded to the Planning Director.
VIII. Membership.
Representation. The membership should reflect a broad cross section of people
with different viewpoints and experiences [from the community], and shall
include representation from the community, business owners, landowners, and
others from the planning area. Vision Keepers include a County of Hawaii
Planning Department liaison, a Research and Development liaison, a Community
Planning Assistant, and Recorder. All other contractors are not designated
Vision Keepers (See Exhibit A: Member Representation)
b. Selection Process. A subcommittee may be created to review new membership
according to criteria established by the VIC. (See Exhibit B: Qualities of a Vision
Implementation Committee Member and Exhibit C: Procedure for Application,
Nomination, and Acceptance of new VK Members )
c. Number. The maximum number of voting members shall be 14.
d. Ex- officio members. County liaisons, Community Planning Assistant, and
Recorder shall be ex- officio members. County staff are voting members.
Community Planning Assistant and Recorder are non - voting members.
e. Attendance /Termination. If unable to attend a scheduled meeting of the VK, a
member shall notify the Recorder at least 24 hours in advance and provide a
EDH 2025 Visionkeepers Organizational Governance Page 2
ADOPTED 3 /13/2008
justification for the absence. Termination from the VK may result from the
following actions:
(1) three (3) consecutive unexcused absences;
(2) three (3) unexcused absences in a six month period;
f. Resignation. A member may at any time submit a request to resign from the VK in
writing and addressed to the Chair.
g. Authority to Represent. A member of the VK speaking publicly must voice the
decisions of the VK. Deviation from VK policy must be prefaced by "this is my
personal opinion ".
h. Replacement. Replacement procedures shall follow the same procedures as the
initial nomination and adoption of members.
i. Term. 2 -3 years. Students would be asked for a 1 year commitment. The VK shall
establish overlapping terms to ensure that the committee can function effectively
without the loss of all members simultaneously. Terms may be renewed with VK
agreement at formal meetings.
IX. OFFICERS
a. Officers shall, at a minimum, consist of a Chair and a Vice Chair elected from the
membership. Other officers may be determined by the committee. Minimum
terms shall be 18 months and maximum terms shall be 24 months, with [the
possibility of] extensions upon ratification by the VK.
X. DUTIES AND RESPONSIBILITIES OF THE CHAIR
a. Preside over and facilitate each meeting.
b. Preside at public hearings.
c. Sign and certify all official acts of the Committee.
d. Act as Spokesperson for the committee.
e. Ensure that the project is in keeping with any grant requirements.
f. Serve as point person with the Planning Department Liaison.
g. Assist in directing the VK to achieve its Mission.
XI. QUALITIES OF A VK CHAIR
The committee shall identify qualities of a chair that shall serve as guiding criteria for
selecting a chair. (See Exhibit D: Qualities of a VK Chair)
EDH 2025 Visionkeepers Organizational Governance Page 3
ADOPTED 3/13/2008
XII. DUTIES AND RESPONSIBILITIES OF THE VICE CHAIR
a. The Vice Chair shall perform the duties of the Chair, and in the absence of the Vice
Chair [inability of], the Planning Department Liaison.
b. Serves a leader -in- training to build organizational capacity.
XIII. SUBCOMMMITTEES /TASK GROUPS AND DUTIES
a. Members may organize subcommittees at their discretion. At least two (2) members
should serve on each subcommittee. The facilitator for each subcommittee shall be
a member of the VK; however, membership of the subcommittees is not restricted
to VK members. (See Exhibit E: VK Subcommittees)
b. Focus Area Mentors (FAMs) shall be created, who serve as 'keeper of the flame' for
Focus Areas to ensure that actions are in keeping with the Vision. FAMs are experts
whom the VK consult with. They review any revisions to actions to ensure that
actions reflect their original meaning and that Focus Area vision statements is not
compromised or lost. (See Exhibit F: Criteria and Process for Interim Updates to the
Living Action Plan Matrix)
♦ Creating Economic Vitality
♦ Preserving Our Environment
♦ Strengthening and Sustaining Our Community
♦ Enhancing Education, Culture and the Arts
♦ Promoting Health and Safety
♦ Managing Growth
XIV. MEETINGS OF THE VK
a. Decision making. Committee shall strive for decision by agreement. When needed,
the VK may operate under a simplified version of Robert's Rules of Order.
b. Group Agreements. Agreements help discussions move forward and make meetings
more meaningful and efficient. The committee shall identify informal group
agreements. (see Exhibit G: Group Agreements)
c. Regular meetings of the Committee will be held at least once a month at a time and
place determined by the Committee at the previous meeting.
d. Special meetings of the Committee may be called by the Chair provided a minimum
six (6) calendar days notice is provided.
e. An Executive Committee shall meet prior to the VK meeting to prepare the agenda.
f. Agenda for meetings shall be established in advance by the Executive Committee.
The Chairperson may add items to the agenda prior to the filing of the public notice.
A minimum of 6 calendar day's public notice shall be required for all meetings.
EDH 2025 Visionkeepers Organizational Governance Page 4
ADOPTED 3 /13/2008
g. Applicable laws require the pre - disclosure of any existing or potential conflicts of
interest. Members shall excuse themselves from discussion agenda items should a
conflict of interest arise.
XV. NOTICE
a. The Committee shall give written public notice of any regular or special meeting
which shall include an agenda listing all items to be considered at the meeting, and
the date, time, and place of the meeting. The notice shall be prepared at least six (6)
calendar days before the meeting and shall be distributed to all VK members and
posted at the site of the meeting site whenever feasible.
The Committee may add items to the agenda, with a simple majority of those
attending; provided that no item shall be added to the agenda if it is of reasonably
major importance and action thereon by the Committee will affect a significant
number of persons.
c. The Committee shall maintain a list of names and addresses of persons who request
notification of meetings and shall mail a copy of the notice to such persons at their
last recorded address no later than the time the agenda is filed.
XVI. QUORUM AND TRANSACTION OF BUSINESS
a. Eight (8) members shall constitute a quorum for decision - making purposes, where
the maximum number of voting members is fourteen (14); with adjustments
depending on actual membership.
b. The agreement of a majority of those members present shall be necessary to take
any action.
Members shall inform the Recorder when they are unable to attend a scheduled
meeting at their earliest convenience to ensure that there will be a quorum for
decision - making purposes.
XVII. PUBLIC STATEMENTS
Public participation shall be encouraged. The VK shall afford all interested persons
to be present or with an opportunity to submit data, views, or written testimony on
any agenda item.
The VK shall afford all present interested persons an opportunity to speak on any
agenda item at the beginning of the meeting. The Chair may limit the length of any
person's presentation. Members of the public may submit written comments after
the meeting.
XVIII. PUBLIC INFORMATION
EDH 2025 Visionkeepers Organizational Governance Page 5
ADOPTED 3 /13/2008
a. The Committee shall make every effort to put as much information about its
activities, including its organizational governance, guidelines, and reports on a Web
site.
Any person may obtain information, or make submittals or requests for information
by writing to the EDH 2025 Vision Keepers c/o Planning Department, 101 Pauahi
Street, Suite 3, Hilo, HI 96720 or email edh2025 @gmail.com. (During the initial
formation stages and until a residence for the committee is determined.)
XIX. Meeting Summary
a. The Committee shall keep a written summary of all meetings. Neither a full
transcript nor a recording of the meeting is required, but the summary shall give a
true reflection of the matters discussed and the views of the participants. The
summary shall include, but need not be limited to:
i. The date, time, and place of the meeting;
ii. The members of the Committee recorded as either present or absent; including
guests;
iii. The substance of all matters proposed, discussed, or decided; and a record, by
individual member, of any votes taken; and
iv. Any other information that any member of the Committee requests be included
or reflected in the summary.
V. The summary shall be public records and shall be available for review as
requested.
XX. STAFF SUPPORT PROVIDED TO THE VK
a. Administrative. Until a more permanent structure and home is determined, the
Planning Dept Staff Planner, with support from a Community Planning Assistant and
a Recorder will provide administrative support such as preparation and distribution
of agenda, meeting logistics, correspondence, and recording /preparation of
minutes. The VK may request the Hawaii County Resource Center (HCRC) to
provide trained facilitators to facilitate VK or subcommittee meetings, if needed.
b. Technical. Depending on the agenda, the Planning Department will arrange to have
relevant agency representatives attend VK meetings and subcommittee meetings,
as required.
Consultants. Consultants may be hired to provide training, guidance or compilation
of any information during the implementation process. Other consultants may be
hired to assist the VK in fulfilling goals.
XXI. ACTION PLAN REVIEW PROCESS
EDH 2025 Visionkeepers Organizational Governance Page 6
ADOPTED 3 /13/2008
a. The Action Plan will be updated formally every five years, with presentation to the
County of Hawaii Planning Commission and County Council for adoption by
resolution.
b. Interim amendments will be updated in draft format prior to formal adoption.
EDH 2025 Visionkeepers Organizational Governance Page 7
ADOPTED 3 /13/2008
EXHI81 T A
Membership Representation
Key stakeholder categories shall be identified to ensure a broad -based representation of membership
with diverse experiences and points of view.
Points of View
1. Business owners — long -time and more recent establishments
2. Human Services
3. Hawaiian, minority cultures
4. Multi- cultural
S. Landowners
6. Educators
7. Environmental
8. Multi- generational & mix of males /females
9. Historic preservation
Key Stakeholder Categories
1. HDIA
2. Property owners
3. Business owners
4. Government Agencies
S. Community Individuals
6. Lead Solution Partners
7. Students
EDH 2025 Visionkeepers Organizational Governance Page 8
ADOPTED 3 /13/2008
EXHIBIT B
Selection Process
Qualities of a VisionKeeper
(Guiding criteria for selection of VK)
Values, Knowledge, Attitude and Skills possessed by a community- minded VisionKeeper:
Member Values:
1. We feel a deep passion for Downtown Hilo and believe that it is a special place, which can
sustainably thrive.
2. We are prepared to tal<e on a greater role to ensure implementation of the Vision.
3. We appreciate the value and importance of community visioning and plan implementation.
4. We believe in collaboration, building partnerships, and local capacity building as guiding principles in
our worl<.
Member Requirements:
1. Mal<e a 2 -year commitment; student —1 year (Planning /Geography or related field).
2. Commit to a minimum of 8 hours of volunteer worl< per month.
3. Attend monthly steering committee meetings and to do the worl< in- between meetings (i.e., reading
plan drafts, tall<ing to community groups & individuals).
4. Help organize /attend public involvement meetings.
S. Follow meeting group agreements as developed.
6. Adhere to the Roles and Responsibilities as set by the VK.
Knowledge: 10 points
1. Knowledge of Downtown Hilo /Hilo geographic area
2. Connected with the community and I<nows people in the community
3. Knowledge of the history of Downtown Hilo /Hilo
4. Some understanding of Land Use and or Planning process.
S. Cultural competence in Hawaii's multi - cultural society.
6. Knowledge of the challenges of living and worl<ing in the distinctly different parts of Hilo (north and
south).
7. Experience in worl<ing with a specific Focus Area
Attitudes: 10 points
1. Willing to be part of a new, and evolving community implementation process with a new mindset.
2. Prepared to assist in obtaining input from community groups and individuals with whom member
already has a relationship.
3. Interested in learning about the planning process and principles (willing to attend training sessions).
4. Adopts a "can do" attitude /with optimism moderated by realism
S. Maintains an open mind when considering whether the old ways may no longer worl<
6. Balances process with tasl< orientation — how you arrive at your outcomes are equally important to
the outcomes desired.
EDH 2025 Visionkeepers Organizational Governance Page 9
ADOPTED 3 /13/2008
7. Willing and able to work with and collaborate with people who may have different points of view
8. Maintains respect and appreciation of other cultures besides their own.
9. Prepared to work with government by collaborating and building partnerships.
Skills: 10 points
1. Demonstrated commitment to collaborate in seeking solutions to planning issues.
2. Ability to multi -task and follow through with assignments /tasks (yes, to follow- through)
3. Experience in community Visioning and /or long range planning. (nice but not essential)
4. Worked on a project and /or understands strategic planning (Implementation oriented)
S. Experience in outreach and how to get community people involved
6. Team - player (This includes the County as part of that team.)
7. Ability to see the "big picture" — considers and includes more than one's own agenda.
EDH 2025 Visionkeepers Organizational Governance Page 10
ADOPTED 3 /13/2008
EXHIBIT C
Procedure for Application, Nomination, and Acceptance of New VK Members
Step 1: Invite interested person to VK meeting. Provide them with a copy of the Plan and VK fact Sheet.
Step 2: Provide an orientation on the roles and responsibilities of VK membership. This typically takes
about an hour, and can be done by the Community Planning Assistant. The purpose is to give
enough information in order for the potential member to make an informed choice on whether
or not to apply. In addition, we can start to assess which Focus Area the potential member may
fit in to. Post - orientation, the Guiding Criteria for Selection of VK will be reviewed.
Step 3: Potential member submits application.
Step 4: Application and Guiding Criteria forwarded to Executive Committee for review and decision
regarding nomination.
Step 5: If the Executive Committee does not nominate, applicant is informed with explanation of
rationale for the committee's decision.
If the Executive Committee does nominate, the nomination is brought up at the next full VK
meeting for discussion and vote. The applicant is asked not to attend this meeting.
Step 6: If the VK does not approve the nomination, applicant is informed.
If the VK does approve the nomination, the applicant is informed and formally presented at the
next VK meeting.
EDH 2025 Visionkeepers Organizational Governance Page 11
ADOPTED 3 /13/2008
EXHIBIT D
Qualities of a VisionKeeper Chair: Guiding criteria for selection of a chair
• Moderating effect, consensus builder, non - confrontational
• Collaborative
• Diplomatic
• Even tempered
• Fair
• Keep things moving
• Keep order
• Organized
• Passionate
• Visionary
• Compassionate
• Willingness to attend all meetings
• Time
• Experienced
• Focused
• Share and be exemplary to core values
EDH 2025 Visionkeepers Organizational Governance Page 12
ADOPTED 3 /13/2008
EXHIBIT E
VK SUBCOMMITTEES
1. Finance /Funding
Purpose: Explore and secure financial support to sustain EDH 2025: A Community -based Vision and
Living Action Plan.
2. Promotions /Speakers Bureau
Purpose: Develop and implement an overarching strategy for promoting EDH 2025. The strategy shall
include hosting a regular LSP Gathering and a Town Meeting to showcase ongoing and completed
actions and Easy Wins. Committee includes the Speakers Bureau which seeks public opportunities for
promoting EDH 2025, such as radio interviews.
3. Evaluation (Action Plan /VK)
Purpose: Develop criteria for measuring progress, tracking, and evaluating Action Plan & Vision Keepers.
4. Easy Wins
Purpose: Track opportunities for Easy Wins and prioritize for funding.
5. Major Action and Easy Win LSP subcommittees
Purpose: Liaise with and assist LSPs working on priority Major Actions and Easy Wins. Provide progress
reports to the full VK committee to assist with Annual Report and Town Meeting.
EDH 2025 Visionkeepers Organizational Governance Page 13
ADOPTED 3/13/2008
EXHIBIT F
Criteria and Process for Interim Updates to the
Living Action Plan Matrix
All actions, existing and proposed, shall be consistent with both the Overarching and Focus Area Vision
statements.
The Living Action Plan Matrix is formally updated every five (5) years.
Interim amendments are recommended by FAMs (see below) and approved by the Vision Keepers.
Proposed changes are forwarded to the County Council with the annual report.
Focus Area Mentors (FAMs): Each Vision Keeper joins a FAM. FAMs are experts for a particular Focus
Area whose responsibility is to initially review all proposed changes to the Living Action Plan Matrix.
Upon receipt of a request by the Vision Keepers to amend the Living Action Plan, the request is
forwarded to the appropriate FAM for review and approval. The FAM forwards their recommendation
of the proposed change to the Full VisionKeepers for vote.
All changes are "proposed changes" until they are presented to the community during the 5 -year Living
Action Plan update and adopted by the County Council.
EDH 2025 Visionkeepers Organizational Governance Page 14
ADOPTED 3 /13/2008
Guidelines for Determining Whether Proposed
Changes to the Action Plan are Appropriate
Why
1
Existing strategies and actions can be reworded
for clarification as long as they retain the
original intent of the strategy or action
2
Existing actions can be split into 2 or more
actions for a realistic project
3
Existing actions can be combined when it is
noted as a duplicate action or when combined
they form a complete action
4
New actions can be proposed that are in
keeping with the intent of an existing Focus
Area Strategy
5
Actions can move to a more appropriate Focus
Area
6
New Lead Solution Partners can commit to an
action
7
Existing Lead Solution Partners can decline an
Action is not in keeping with the
action; thereby removing their names from a
mission /vision of the organization;
particular action
LSP not interested, etc.
8
Existing actions cannot be deleted (unless it is a
Community originally validated
duplicate action)
actions — can propose at the 5 year
update
EDH 2025 Visionkeepers Organizational Governance Page 14
ADOPTED 3 /13/2008
EXHIBIT G
EDH 2025 VISIONKEEPERS
GROUP AGREEMENTS
Agreements help discussions move forward and make meetings more meaningful and efficient.
Be brief and clear when making a point
Respects others' equal right to voice an opinion
Start and finish on time
Do homework and be prepared
Agree to disagree agreeably
Refer to rules that we can fall back on
Always remember that we are all allies
Turn off cell phones
Know when to quit
No sidebar conversations, focus on the issue on the table
Guest comments are invited during Public Statements
*VisionKeepers represent the Community -Based Plan,
rather than personal interests*
EDH 2025 Visiarzkeepers Organizational Govemance Page 1
ADOPTED 3 /13/2008
This page intentionally left blank
Chair°
Facilitator:
Recorder
Time Keeper:
Envision Downtown Hilo 2025
VisionKeepers Meeting
Date
Time
Location
AGENDA
Appendix 133
Sample Meeting Agenda
WHO
HOW
TIME
I. Members Check In
EVERYONE
IL LSP Presentation
Guest
20
Speakers
III. Review
1
A. Review of previous Minutes
B. Materials for disbursement
IV. Next Meeting
1
V. Public Statements
Guests
2
VI. Chair's Report
Report
10
VIL In and Around Downtown
Anyone
Sharing
5
VII. Subcommittee Reports
A. Town Meeting
Discussion
2
B. VK -LSP Subcommittees
Report
2
C. Action Plan Update
Report
10
D. Finance /Funding
Report
2
E. Promotions /Speakers Bureau
Report
2
F. Easy Wins
Report
10
G. Implementation Manual
Discussion
2
H. Focus Area Mentors
VIII. Unfinished Business
Discussion
5
IX. New Business
Discussion
10
X. Administrative Matters
Report
3
This page intentionally left blank
1
2
3.
4.
5.
6.
7.
8.
9.
10.
fanvl DOWnbwn Hilo
0A 2025
y�o
EDH 2025 VisionKeepers
Goals
January 2008 -June 2009
Appendix B5
Annual Goals
Promote the EDH 2025 Plan /Logo /Information Guide.
Organize Vision Keeper teams to meet with LSPs working on
priority Actions and Easy Wins (provide support and obtain
progress report).
Host a 2nd EDH 2025 Town Meeting.
Fund and showcase Easy Win projects.
Host a Lead Solution Partner Gathering to prepare for the 2nd
Town Meeting.
Produce an Implementation Guide that documents our first
two years and outlines `lessons learned.'
Produce the 2nd Annual Report.
Update the Action Plan Matrix.
Identify opportunities for VK to build leadership capacity.
Hold discussions on the future of the VisionKeepers.
This page intentionally left blank
1.0
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APPENDIX D
The VisionKeepers' Guide to Implementing Your Comnninity Plan
This page intentionally left blank
Appendix D
Promotions Toolkit
{1 ��v1 n °wntown Hilo
AA ® 025
w�
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0
EDH 2025 VisionKeepers
Promotional Tool Kit
• EDH 2025 document and CDs
• VI< Contact Card
• Information Guide
• Window Decal
• Power Point Presentation
• Fact Sheet
• Implementation Guide
• Web site
EDH 2025 VisionKeepers — Promotional Tool Kit
4/17/2008
This page intentionally left blank
APPENDIX E
The VisionKeepers' Guide to Implementing Your Community Plan
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Appendix E
Town Meeting Community Survey
4 V-V%v1n'OWntown Hilo TOWN MEETING EVALUATION
�A
a •� Wednesday June 27, 2007 ■ Palace Theatre
*Thanks for coming! Supporting each other in the implementation process
builds relationships that help keep downtown Hilo a strong, vibrant community!
0
Please take a few minutes to give us feedback on the Town Meeting and the
EDH 2025 plan.
1. Are you a :
❑ Downtown Hilo Resident ❑ South Hilo District Resident
❑ Resident from a district other than South Hilo ❑ Visitor or Tourist
2. What is your relationship to Downtown Hilo? (check all that apply)
❑ Downtown Business Owner ❑ Downtown Property Owner
❑ Employee of a Downtown Business ❑ Interested in Downtown Hilo
3. Your Age is: (optional)
❑ 18 and Under ❑ 19 - 35 ❑ 36 - 50 ❑ 51 - 65 ❑ 66 and Over
4. Please indicate your Ethnic origin: (optional)
❑ Hawaiian ❑ Japanese - Hawaiian ❑ Caucasian ❑ African American ❑ Native American
❑ Hispanic ❑ Asian ❑Pacific Islander ❑ Other:
5. How did you hear about this meeting? (check one)
❑ Invitation ❑ Radio ❑ Newspaper ❑ E -Mail ❑ Flyer ❑ Word -of -Mouth
6. How have you been involved in EDH 2025 up 'til now? (check all that apply)
❑ I've never heard of it before ❑ I am, or am affiliated with, a Lead Solution Partner
❑ This is my first EDH 2025 Event ❑ I attended a visioning workshop
❑ I attended the kick off celebration last year ❑ I am affiliated with County /State Government
Please turn over...
7. Which of the following "Easy Win "* projects would you most like to see implemented
in Downtown Hilo in the next year? Please choose three:
❑ Install hanging baskets
❑ Create and landscape a Pocket Park (mini park) at
❑ Install a bench at
❑ Establish a pilot shuttle bus in and around Downtown Hilo
❑ Develop a Pilot Clean up to increase visibility of Wailuku River
❑ Conduct Emergency Response Education for Downtown Hilo
❑ Conduct a Business Improvement District Workshop for Downtown Hilo
❑ Your idea for an 'Easy Win':
# An Easy Win is a Vision - friendly activity or doable project that is visible and that can be organized
and accomplished simply, inexpensively and quickly - ideally in less than one year.
8. Which big projects do you think are most important for Downtown Hilo to accomplish
in the next five years? Please choose three:
❑ Establish a permanent Farmer's Market in Downtown Hilo
❑ Create a lively Town Square as the Heart of Hilo
❑ Create walk -able, friendly streetscapes in Downtown Hilo
❑ Develop a Park & Ride system for employees and shoppers in and around Downtown Hilo
❑ Provide affordable housing in Downtown Hilo
❑ Develop the Hilo Bayfront Trails Project (walking & bicycle trail from Pier to Wailuku River)
❑ Create Interpretive Signage for special buildings and areas
❑ Your idea:
9. Any other comments or thoughts about tonight's Town Meeting?
10. Would you like more information? Please provide your name, phone # and email
address.(Please Print)
Mahalo for attending the first EDH 2025 Town meeting!
County of Hawaii is an Equal Opportunity Provider and Enp/oyer
Appendix E
Town Meeting Checklist
The First EDH 2025 Town Meeting
June 27th, 2007, 5pm — 7.30pm
Palace Theater
* Checklist *
• Designate a Fiscal Sponsor to act as receiver for monies
• Obtain funding
• Find a partner (e.g. HDIA) for community collaboration
• Draft Contract
• Bring team together to draft Proposed Event Plan
• Brainstorm scope of work, critical issues
• Finalize logistics —when, where, who, how
• Compile list of Invitees and transfer to RSVP spreadsheet
• Allocate phone number and email for RSVPs
• Network with LSPs to obtain commitment for exhibits /presentations
• Design and distribute Invitation (mail, hand - deliver, and email)
• Deliver press releases to newspapers
• Design Evaluation Forms for attendees and LSP exhibitors
• Confirm LSP participation
• Create Logistics form for LSPs and email with instructions to submit
special requirements (e.g. access to power outlet — 2 or 3 prong plug)
• Allocate tables for LSP exhibits and order of presenters
• Compile information for event program
• Print large poster of committed LSPs for display
• Print and laminate `Overarching vision' poster for display
• Transfer RSVPs to List of Attendees spreadsheet for check -in desks
• Create multiple `A -K' and L -Z' signs for check -in desks
• Ensure check -in desks have name tags, pens, and markers
• Purchase leis for speakers
• Deliver list of dignitaries present and people to thank to emcee
• Allow plenty of time for set -up to allow for last- minute changes
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APPENDIX G
The VisionKeepers' Guide to Implementing Your Comnninity Plan
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Action Item Survey
Action #:
Name of Organization:
Start Date of Action Item:
Appendix G1
LSP Action Survey
1. How far along is your organization in implementing this action?
❑ Underway (Anticipated date of completion):
* An action that has been initiated, but ivill not be fulli- implemented until some future date.
❑ Implemented: On -Going Program (Date program deemed "up and running "):
* An action that has been fully implemented as a program, and is expected to continue on indefinitely.
❑ Implemented: One -Time Project Completion date:
A1Onth/ Lear
* An action that has been fully implemented, ivith an identifiable completion date.
2. What steps have you taken to implement this action, and what specific outcomes
have resulted?
3. What is the projected cost for this action?
4. Who are you receiving funding from currently? Are there any other sources you are seeking
funds from?
5. Are you experiencing or anticipating any challenges that may hinder the progress of your
action? If so, please describe below.
6. Have there been any media pieces, news articles or press releases regarding this action? If so,
please provide the date published and venue in which the piece appeared.
7. We want to showcase some of the "little things" that have made life in Downtown Hilo better in the
EDH Plan's first year of implementation. In the last year has your organization completed any
"Easy Wins" in downtown Hilo? * An "Easy Win" is defined in the EDH 2025 Plan as A vision friendly activity or doable
project that is visible and can be organized and accomplished simply, inexpensively and quickly- ideally in less than one year ". The Rotary
Club's repainting of the planters along Kamehameha Ave. is a good example.
8. Do you know of any "Easy Wins" that have been undertaken in Downtown Hilo that the
VisionKeepers might not be aware of? (Please list the Easy Win and the group or individual
responsible for making it happen)
9. Which of the organizations listed as "Co -Lead Partners" or "Supporting Partners" for this
action have you worked with in the past year? Are there any new Supporting Partners for this
Action? (Please list the organization(s) you have N orked Ntiith, noting any new partners Ntiith an ")
Thank You For Your Help and Hard Work- See you in June!
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CONTACT US:
For more information, please contact the EDH 2025 VisionKeepers:
C/o the County of Hawaii Planning Department
101 Pauahi St, Suite 3
Hilo, HI 96720
Phone: (808) 961 -8288 ext. 256
Email: edh2025 @gmail.com
Web: https:IIco.hawaii.hi.us /edh2025
n1ision Do
' wntown H110
2025
A A
The VisionKeepers' Guide to Implementing Your Community Plan