HomeMy WebLinkAboutCommunication No. 2022-02- Ka'u CDP Implementation Actions from CBCAG1 Communication No. 2022-02
Ka'ū CDP Implementation Actions
from the Community-Based Collaborative Actions Guide
Community Action Description Page # Notes
Advance preferred conservation and settlement patterns
1
Community Action 1: Develop
and implement community-
specific strategies to create
safe, sustainable, and
connected communities.
In Ka‘ū and many other communities Countywide, subdivisions,
villages, and towns face challenges and opportunities related to
the protection of agricultural land and open space, the appropriate
mix of land uses, preservation of rural character, public
infrastructure and facilities, and economic development. Local
groups can take the lead in developing and implementing a
comprehensive, coordinated set of strategies for each community.
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Expand the local system of preserves
2
Community Action 2: Secure
in public trust (fee simple or
by easement) priority land
that achieves one or more of
the Community Objectives.
Eleven privately-owned coastal parcels have development
potential (see Appendix V4A). In addition, Pu‘u ‘Enuhe and
Makanau, which are prominent elements of mauka viewscapes,
are relatively unprotected from development. These lands can be
protected most effectively through conservation easements or
acquisition as public reserves.
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3
Community Action 3:
Encourage the use of
agriculture, ranch, and
forestry land preservation
programs.
One of the most effective ways to preserve agricultural land is
through agricultural conservation easements. Agricultural
conservation easements are voluntary legal agreements between a
landowner and a land trust or government agency that
permanently preserves the land for agricultural uses. The
agreements typically allow landowners to continue to own and use
their land, and they can also sell it or pass it on to heirs. Easements
are a viable alternative to development because they can reduce
property and estate taxes and qualify the owner for tax
deductions.
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2 Communication No. 2022-02
Community Action Description Page # Notes
Preserve scenic areas
4
Community Action 4:
Advance development of
scenic routes.
Scenic Byways are “roads that tell a special story” and contribute
to the legacy of Hawai‘i. Local byways are sponsored by the Hawai‘i
Department of Transportation (DOT) and facilitated locally by a
community sponsor that wishes to lead the preservation,
protection and/or promotion of the byway with a Local Advisory
Committee and Corridor Management Plan. The Ka‘ū Chamber of
Commerce sponsors Ka‘ū’s byway, which is established as “The
Slopes of Mauna Loa.” The byway includes points of interest along
Highway 11 between Manukā and Volcano. Implementation of the
Corridor Management Plan is ongoing but is limited by available
financial resources.
Local byway sponsors and committees receive technical assistance
and training from the State byways program and the National
Scenic Byway Program. The Federal Highways Administration also
has an Annual Discretionary Grant program corridor management,
safety improvements, facilities, access improvements, resource
protection, interpretation, and marketing.
For many of the same reasons that a Scenic Byway was recently
established in Ka‘ū, a Scenic Corridor could also be established,
pursuant HCC section 25-6-60. For transportation corridors that
require a comprehensive planning approach, the Hawai‘i County
Council may, by ordinance, establish all or portions of public
roadways and an appropriate portion of the adjacent property as a
scenic corridor. Any standards and conditions not included in the
underlying zoning related, but not limited, to signage, lighting,
design standards, access management, landscaping, parking,
height, historic and cultural preservation, view planes, and/or
setbacks, must be included as part of the scenic corridor
management plan and adopted by scenic corridor enabling
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3 Communication No. 2022-02
Community Action Description Page # Notes
ordinance by the Council. The scenic corridor management plan
must demonstrate the need for the adoption of special standards
and conditions in order to preserve, maintain, protect, or enhance
the intrinsic character of the corridor.
This “place based” model embraces the Native Hawaiian practice
of ho‘okipa (the practice of greeting and welcoming strangers) and
is focused on ‘āina and its interdependent relationship with the
people of that place. This welcoming relationship of reciprocity
between place, host, and visitor provides a framework for creating
visitor experiences that preserve and build upon the natural,
historical, and cultural assets that define Ka‘ū. The starting point
for growing this sector is regional identity – the preservation and
improvement of the region’s natural and historical resources,
culture, and people (see “: Coordinate regional, cross-sectoral
economic development strategies.” above).
Protect and enhance ecosystems
5
Community Action 5: Develop
and implement site-specific
and watershed-specific
management plans for high-
priority areas and resources.
Ka‘ū is rich in ecological resources. Many are not under any threat.
Others are under stress and require more site-specific, active
management. Often, resources and landscapes have multiple
owners and fall under several different jurisdictions. Effective
resource management, therefore, requires high levels of
collaboration and coordination among a wide range of agencies
and organizations. Likewise, few know the resources like those
who use and enjoy them. Local Hawaiian families, cultural
practitioners, hunters, fisherman, hikers, farmers, and ranchers
who know and frequent the forests, agriculture lands, and
coastline are well-positioned to play a leadership role in managing
them
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Community Action Description Page # Notes
6
Community Action 6:
Promote soil and water
conservation best practices.
To preserve the quality of agricultural land and shoreline waters,
land managers need to practice soil and water conservation best
practices.
36
Protect and enhance cultural assets
7
Community Action 7: Develop
and implement a regional
plan for managing cultural
and historic resources.
Ka‘ū is rich in cultural and historic resources, but many are
undocumented, unmanaged, and vulnerable to abuse. 37
8
Community Action 8: Develop
and implement site-specific
cultural resource
management plans for high
priority areas and resources.
Because of site-specific conditions, many cultural and historic
assets require resource-specific management strategies and
protocols related to protection, access, restoration, and
interpretation.
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9 Community Action 9: Restore
the Nāʻālehu Theater.
The Nāʻālehu Theater was built after World War I by the
Hutchinson Sugar Company to provide entertainment for local
residents. Over the years, the theater has been used for a variety
of arts and youth programming and performances. Since 2006, it
has stood vacant and has fallen into disrepair and is in need of
improvements, including a new roof. Future plans for this historic
building are unclear. The Historic Hawai‘i Foundation includes the
theater on its list of Hawai‘i’s Most Endangered Sites. In 2005,
volunteers submitted an application to the State for designation of
the Nāʻālehu Theater as a historic site. The Hawai‘i Office of
Historic Preservation was ready to assign historic status to the
theater, but the owner declined, citing property rights issues.
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Community Action Description Page # Notes
10
Community Action 10:
Develop and implement
place-based strategies to
retain village and town
character.
The Ka‘ū community has a strong rural sense of place that is multi-
cultural and rooted in historic tradition. Part of that character is
rooted in the local architecture. As buildings are renovated, new
development is planned, and infrastructure is updated, it is
possible to incorporate patterns that reflect timeless aspects of the
region’s heritage. However, there is currently no strategy for
retaining the character of historic towns and villages in Ka‘ū.
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11
Community Action 11:
Document, maintain, and
share the mo‘olelo of Ka‘ū
through oral, written, and/or
video histories
The mo‘olelo of Ka‘ū (i.e., its stories or oral history) articulates the
community’s relationship to place and communicates its
authenticity and distinctiveness. Gathering memories and stories
of place can be a powerful tool for capturing what is sacred,
honoring the wisdom of the past, and advancing Ka‘ū’s living
culture. In addition to stories, an oral history project could capture
languages spoken, food culture, and customs that are unique to
Ka‘ū. The mo‘olelo also helps residents welcome visitors, giving
them insight into the authentic Ka‘ū and tools for demonstrating
respect and sensitivity during their stay.
Oral history projects can also provide a platform for youth to
interact with kūpuna; learn about the significant cultural, historical,
and natural sites of the area; and develop their skills to not only
gather the stories but also design an effective system for sharing
the stories through technology and social networking strategies.
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Community Action Description Page # Notes
12
Community Action 12:
Establish a Ka‘ū Cultural
Network.
A connected network of cultural sites in Ka‘ū could celebrate the
region’s rich history, educate residents and visitors, perpetuate
living culture, serve as the hub of cultural preservation efforts, and
even generate income for the community. The network would
complement the scenic byway and other cultural initiatives (see
above), include additional sites not included in the byway (see the
map of visitor attractions in Appendix V4C), and incorporate the
living culture in the area, including performances, festivals, and
cultural education programs.
A “high tech and high touch” strategy, a cultural network could be
organized on the Internet (including maps, site-specific
information, and audio and video material), accessible on mobile
devices, and made real through access to community cultural
events, interpretive signage, and curators or guides available for
tours.
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Establish a system of access, trails, and supporting facilities
13
Community Action 13:
Develop and implement plans
to establish and manage
specific access points and trail
segments.
Ka‘ū has extensive “green infrastructure” network of core areas
(Hawai‘i Volcanoes National Park, State and private preserves,
watersheds, and agricultural areas), hubs (summits, pali, wetlands,
heritage resources), and corridors (access points, trails, Scenic
Byway). There is also a federal-state-county MOU in place to
establish and manage the Ala Kahakai National Historic Trail, and
the Three Mountain Alliance (TMA) and Ka‘ū Forest Reserve
management plans.
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14
Community Action 14:
Support facilities
development and
management at access points
and along trail corridors.
There are limited remote, small-scale recreational facilities in Ka‘ū,
where residents can enjoy the ocean and forests. Moreover,
several are in need of improvements, as was noted during
community review of the Draft CDP.
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Community Action Description Page # Notes
Strengthen infrastructure, facilities, and services
15
Community Action 15:
Actively advocate for CIP
appropriations, financing,
allotments, and
encumbrances that support
implementation of the CDP.
The CDP identifies capital improvement priorities, but their
implementation will be expedited by community leadership. 53
16
Community Action 16: In
Mark Twain and Green Sands
subdivisions, establish a
community development
corporation (CDC) to develop
and maintain roads and Green
Sands Park.
Mark Twain and Green Sands roads lack an organized corporation
to build and maintain roads, and there is no formal mechanism for
managing Green Sands Park. At the same time, if infrastructure is
improved, it will very likely accelerate build-out of the many vacant
lots, which could significantly impact the area’s open space and
rural character.
54
17
Community Action 17: Grow
existing Neighborhood Watch
and CERT teams, and develop
new ones.
Neighborhood Watch groups provide citizens an opportunity to
address crime and the fear of crime that threatens their
community’s well-being. Community Emergency Response Teams
(CERT) provide residents and businesses with information about
how to properly prepare for and respond to an emergency at
home, at work, or in the community.
55
18
Community Action 18:
Establish a charter school in
Ocean View.
More than half of Ka‘ū’s population resides in Ocean View.
Children from Ocean View attend public schools in Nāʻālehu and
Pāhala, and the Department of Education has no plans to build a
school in Ocean View. Charter schools state-legislated, legally
independent, outcome-based public schools operating under
contract with the State Public Charter School Commission (PCSC).
Communities interested in starting a charter school must apply to
the PCSC.
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Community Action Description Page # Notes
19
Community Action 19:
Collaborate with the County
Department of Parks and
Recreation to develop and
manage an ATV track/ course
in an area of no ecological or
cultural value.
Illegal ATV use is common at South Point, areas mauka of Ocean
View, and elsewhere in Ka‘ū. An alternative location for
recreational ATV users is needed.
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20
Community Action 20:
Collaborate with the County
Department of Parks and
Recreation to develop and
manage skate parks in
Nāʻālehu and Ocean View.
Despite repeated requests and initiatives as well as skate park
development in many other communities in Hawai‘i County, Ka‘ū
does not have a skate park.
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9 Communication No. 2022-02
Community Action Description Page # Notes
Coordinate regional economic development
21
Community Action 21:
Coordinate regional, cross-
sectoral economic
development strategies.
As Ka‘ū continues to grapple with recovery from the phase out of
plantation-era economics, it is becoming increasingly clear that
long-term systems of transformation and recovery are required to
build a more resilient and sustainable economy. Ideally, these
systems would support and link each sector of opportunity –
agriculture, renewable energy, ecosystem services, health and
wellness, education and research, visitor, and retail. These systems
should also coordinate complementary economic development
strategies – enhancing regional identity, building local industry
clusters, connecting to anchor institutions, advancing innovation,
building business and workforce capacity, democratizing
ownership, and diversifying investment. These systems could also
combine the necessary facilities and infrastructure with a network
of comprehensive services that bring technical, financial, and
educational support to ensure that new and existing enterprises
have the greatest chance for lasting success (see ”: Develop a high-
tech, high-touch regional education, enterprise development, and
research network.” below).
This “third wave” economic development approach focuses on
strengthening the foundations of economic opportunity and
creating fertile ground for home-grown economic development. A
critical aspect to this approach is the need for regional
coordination and on-going linkages across economic sectors. This
“network” approach builds the social connections that provide
access to critical supports – linking people, businesses, and
institutions to each other and the wider regional economic
networks and opportunities.
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Community Action Description Page # Notes
22
Community Action 22:
Develop a high-tech, high-
touch regional education,
enterprise development, and
research network.
Significant natural and cultural assets along with robust economic
opportunities in a range of sectors provide the need – and
opportunity – for an educational and research network in Ka‘ū.
Such a network would provide two significant outcomes: first, it
would support workforce training, business innovation, and
entrepreneurial development in high-potential sectors, and
second, it would expand Ka‘ū’s creative, education, and research
sector, establishing the region as a hub for learning and innovation.
An education, enterprise development, and research network
could be established that has both “hard” and “soft” components.
That is, it should be composed of both facility nodes (e.g.,
classrooms, workshops, computer labs, hands-on project sites,
etc.) and learning nodes (e.g., credit courses, certification training,
mentors, projects internships, apprenticeships, informal learning,
technical assistance providers, etc.).
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23
Community Action 23:
Coordinate regional strategies
to increase “buying local.”
In Hawai‘i County, 89% of businesses are microenterprises (20 or
fewer employees), and in rural Hawai‘i, more than one in four
workers are employed by micro-enterprises. In other words, small,
locally-owned businesses drive much of the local economy.
Over 125 jobs could be created in Ka‘ū if “leakage” in the various
retail subsectors could be addressed through investments in new
establishments within Ka‘ū. Ocean View, in particular, has high
potential for retail jobs – by 2030, if population growth trends
continue, there is potential for over 800 retail jobs in Ocean View.
A “plug the leaks” strategy identifies sectors where money
currently flows out of the community and entrepreneurial
opportunities exist to redirect that flow as reinvestment in the
local economy. When businesses and employees spend business
revenue within a region, they generate the multiplier effect that
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11 Communication No. 2022-02
Community Action Description Page # Notes
boosts a local economy. A recent study found that spending at
independent retailers generates 3.7 times more direct local
economic benefit than spending at chains, and spending at local
restaurants generates 2.15 the benefit. Studies have also
demonstrated that, compared to large chain stores, local
businesses create more jobs, pay higher wages, support a greater
variety of other local businesses, generate more tax revenue, cost
less in public facilities and services, and make more charitable and
other investments in the community.
“Buy local” campaigns are typically organized and supported by
coalitions of independent businesses, non-profits, and concerned
citizens. A regional “buy local” campaign that complements but is
differentiated from broader campaigns can help to raise the
awareness, willingness, and capacity of residents to buy locally
produced services and goods. The Independent Business Survey
conducted by the Institute for Local Self-Reliance (ILSR)
consistently demonstrates that businesses located in communities
with active “buy local” and/or “local first” campaigns experience
markedly stronger revenue growth compared to those in areas
without such initiatives
12 Communication No. 2022-02
Community Action Description Page # Notes
Advance high-potential economic sectors
24
Community Action 24:
Strengthen the local
agriculture value chain.
Ka‘ū has a diverse, robust agricultural sector. Much of it is cash
crops (macadamia, coffee, forestry), but the landscape is
dominated by pasture for beef, and vegetable, fruit, and flower
farms are also growing. Yet there is even greater potential,
including thousands of acres of unused agricultural land, abundant
water sources (largely unavailable until redeveloped), and strong
demand for local food, with $19 million spent annually on food in
Ka‘ū alone. Barriers to tapping this potential include the “cheap
food-expensive land” dynamic in Hawai‘i, limited land tenure for
most producers, challenging environmental conditions (pests, vog,
drought), limited water access, high input costs (energy, fuel,
amendments, feed), labor availability, limitations on business
capacity, and incomplete supply chain infrastructure. These
impediments can be remedied, in part, through coordinated
collective efforts. For example, communities across the country are
addressing the national phenomenon of supply-side imbalances in
local food systems by re-engineering their food supply chains.
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25
Community Action 25:
Develop local, renewable,
distributed energy networks.
The cost of electricity and fuel in Ka‘ū is very high. At the same
time, there is great potential for solar, wind, hydro, and biofuel
energy production in the district. Moreover, because many
renewable energy jobs are in construction, Ka‘ū’s relatively large
workforce of tradesmen is well-positioned to provide renewable
energy to local communities.
Local, distributed energy systems facilitate local production,
distribution, and consumption of energy. Such systems increase
household access to renewable energy, lower energy costs,
increase energy reliability and independence, create more jobs per
dollar invested than conventional energy technologies, and
circulate local dollars within the community.
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Community Action Description Page # Notes
26
Community Action 26: Pilot a
program to secure community
payments for ecosystem
services (PES).
Ecosystem services can assist in preserving the values and rural
character of Ka‘ū while directly providing economic benefits to the
community. There are existing efforts and growing interest among
public and private landowners to maintain local ecosystem
services. Moreover, tools for measuring ecosystems services are
available, and distinct markets for payments for those services are
coalescing quickly for climate stabilization, hydrological regulation,
and biological diversity.
This provides a foundation for an ambitious effort that involves
local community organizations, businesses, landowners, and
farmers seeking compensation for their efforts to preserve,
restore, and manage natural resources. Payments received for
ecosystem services would complement growth in agriculture,
renewable energy, and community tourism while attracting
valuable research and educational opportunities. If viable, Ka‘ū
could become a laboratory for developing models, frameworks,
and processes to establish ecosystem services as a viable economic
option for rural communities
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27
Community Action 27:
Establish a comprehensive
network of health and
wellness services.
A range of facilities and organizations compose the health and
wellness sector in Ka‘ū, which already employs a significant
number of those working in the region. There are also many
traditional and non-traditional health and wellness practitioners
that can collaborate with mainstream practitioners to build this
sector. The sector is poised to continue its rapid grow as health
care reform is implemented and Hawai‘i’s population continues to
age, which creates employment and entrepreneurial opportunities
in Ka‘ū.
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Community Action Description Page # Notes
#
Community Action 28:
Develop a regional hoʻokipa
network – a place-based
approach to community
tourism.
The visitor industry statewide and on Hawai‘i Island continues to
grow, driving roughly a third of the local economy. Ka‘ū is a natural
draw to the large number of visitors who prefer more authentic
experiences and engagement with residents and local culture,
including experience-seekers, cultureseekers, adventure-seekers,
and those interested in agri-tourism, health and wellness,
edutourism, and eco-tourism. Such visitors spend nearly $100
million per year in and around Hawai‘i Volcanoes National Park.
However, Ka‘ū currently captures very little of the economic gains
from the visitor market because of limited dining, lodging,
organized activities, and tours. This market segment provides an
opportunity for Ka‘ū to restructure the visitor industry to one that
nurtures, invests in, and sustains Ka‘ū’s people, culture, and
natural resources in ways that provide repeat visitors with
meaningful experiences. While this provides a substantive
opportunity to generate employment and entrepreneurial
opportunities, the Ka‘ū community must take an active role in
shaping these opportunities in ways that are consistent with its
vision and values. Community Tourism is a process by which a
community is empowered to share its greatness while preserving
its dignity. It is appropriately scaled to achieve a community’s
intended social, economic, and environmental outcomes and
driven by a genuine desire of a community to share itself, its
history, traditions, and customs with strangers. In short,
community tourism supports economic growth while
strengthening the sense of place and identity.
This “place based” model embraces the Native Hawaiian practice
of ho‘okipa (the practice of greeting and welcoming strangers) and
is focused on ‘āina and its interdependent relationship with the
people of that place. This welcoming relationship of reciprocity
between place, host, and visitor provides a framework for creating
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Community Action Description Page # Notes
visitor experiences that preserve and build upon the natural,
historical, and cultural assets that define Ka‘ū. The starting point
for growing this sector is regional identity – the preservation and
improvement of the region’s natural and historical resources,
culture, and people (see “: Coordinate regional, cross-sectoral
economic development strategies.” above).
Pursue potential synergistic projects
29
Community Action 29:
Develop and implement plans
for Punaluʻu.
Punaluʻu features a unique combination of significant resources:
ecological (turtle nesting, wetlands), cultural (historic sites, natural
beauty), recreational (shoreline access and trail, beach park,
fishing, boat launch, golf course), and economic (boat launch,
vacation rentals). However, not all of those resources are
sufficiently protected or actively managed.
Punaluʻu is in the State Urban district, and it is zoned for residential
and resort development (both by the County and DHHL). However,
the existing water and wastewater system infrastructure appears
to be in poor condition and significant maintenance, repairs, and
upgrades may be necessary. Moreover, portions of Punaluʻu
designated for development are vulnerable to hazards, including
wildfire, floods, tsunamis, and sea level rise.
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