HomeMy WebLinkAbout2022-10-24 SKCDP Meeting PacketMitchell D. Roth
Mayor
Lee E. Lord
Managing Director
West Hawai‘i Office
74-5044 Ane Keohokālole Hwy
Kailua-Kona, Hawai‘i 96740
Phone (808) 323-4770
Fax (808) 327-3563
County of Hawai‘i
PLANNING DEPARTMENT
Zendo Kern
Director
Jeffrey W. Darrow
Deputy Director
East Hawai‘i Office
101 Pauahi Street, Suite 3
Hilo, Hawai‘i 96720
Phone (808) 961-8288
Fax (808) 961-8742
www.planning.hawaiicounty.gov Hawai`i County is an Equal Opportunity Provider and Employer planning@hawaiicounty.gov
NOTICE OF PUBLIC MEETING
SOUTH KOHALA COMMUNITY DEVELOPMENT PLAN ACTION COMMITTEE
NOTICE IS HEREBY GIVEN of the following matters to be considered by the South Kohala Action
Committee in accordance with the provisions of Section 92-7, Hawaiʻi Revised Statutes.
DATE: Monday, October 24, 2022
TIME: 5:00 P.M.
PLACE: Hokuloa United Church of Christ (UCC)
69-100 Puakō Beach Drive
Waikoloa Village, HI 96738
Please note there will not be a Zoom attendance option for this meeting.
AGENDA
CALL TO ORDER
ROLL CALL
ANNOUNCEMENTS
• Information Sharing on Recent Events in the South Kohala District
• Report back from committee member Nagata on tour of the Hawai‘i Water Service
utility in Waikoloa
PUBLIC COMMENT ON AGENDA ITEMS: Written testimony may be submitted via email at
cdp@hawaiicounty.gov or in person at the Hilo or Kona Planning Department, up to two (2)
business days prior (Thursday, October 20, 2022) to the meeting (see the Notice Section below).
In addition, members of the public may provide oral testimony at the meeting on any of the
agenda items. Comments may be made either during the public comment portion of the
agenda or just prior to the relevant business item. With discretion of the Chair of the CDP
Action Committee, comments may be limited to three (3) minutes in length per agenda item.
APPROVAL OF THE MINUTES: The Action Committee will consider the draft minutes for the
May 9, 2022 meeting.
Page 2
www.planning.hawaiicounty.gov Hawai`i County is an Equal Opportunity Provider and Employer planning@hawaiicounty.gov
BUSINESS:
1. A Review of the Action Committee Framework: The Action Committee will review the
legal framework and guidelines that govern Action Committees.
o Communication no. 2022-18: Action Committee Framework Packet
2. Hawai'i Island Tourism Discussion: The Action Committee will review the Hawai‘i Island
Destination Management Plan and discuss best practices for tourism in the South
Kohala district. This could lead to the creation of investigatory subcommittees and
community liaison groups, as applicable.
o Communication No. 2022-19: Hawai‘i Island Destination Management Action
Plan
3. South Kohala Community Development Plan (CDP) Discussion: The Action Committee
will discuss a project to review the South Kohala CDP in preparation for a future update.
The South Kohala CDP update is not anticipated to begin in the near future and must be
initiated by the Planning Director. This is an Action Committee driven project to identify
specific areas that may need to be updated, revisit the CDP implementation table and
monitoring plan, and other efforts to assist the future planning effort. This could lead to
the creation of investigatory subcommittees and community liaison groups, as
applicable.
4. Discussion on the Action Committee Request for a Mānā Road Wildfire After-Action
Report: The Action Committee will discuss the request they had made for an after-
action report on the 2021 Mānā Road fire and evacuation of the Waikoloa Village and
discuss ways they may choose to follow-up.
o Communication No. 2021-07: South Kohala Action Committee Letter Regarding
the Mānā Road Fire
5. Action Committee Community Project Discussion. The Action Committee will discuss
and propose possible community action initiatives. This will include exploring mutual
interests between Action Committee members to potentially create investigatory
subcommittees and community liaison groups, as applicable. Joint initiatives with
community members or partner organizations are encouraged.
o Possible creation of a Waimea Historic Preservation subcommittee
o Possible creation of a Roads and Bridges subcommittee
AGENDA FOR NEXT MEETING: Action Committee members will discuss logistics (meeting
date/time) and potential agenda topics for the next meeting.
ADJOURNMENT
This agenda and all related documents are available in the Planning Department’s South Kohala
Community Development Plan Action Committee folder via the County of Hawaiʻi Public
Documents Repository: https://records.hawaiicounty.gov/WebLink/1/fol/17198/Row1.aspx.
These documents may also be requested from the Planning Department by calling (808) 961-
8288 or emailing cdp@hawaiicounty.gov.
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www.planning.hawaiicounty.gov Hawai`i County is an Equal Opportunity Provider and Employer planning@hawaiicounty.gov
NOTICE: The purpose of the public hearings is to afford all interested persons a reasonable
opportunity to be heard on the above items. A person desiring to submit oral or written
testimony shall indicate their name and whether the testimony is on their behalf or as a
representative of an organization or individual. Written testimony can be submitted via email
or hard copy. Hard copies should include an original and nine copies and be submitted no later
than 4:30pm two days prior to the hearing date.
Anyone who requires an auxiliary aid or service, other reasonable modification, or language
interpretation to access this meeting please contact the Planning Department at (808) 961-
8288 as soon as possible, but no later than five working days prior to the meeting date, to
arrange for accommodations. “Other reasonable modification” refers to communication
methods or devices for people with disabilities who are mentally and/or physically challenged.
If you are a lobbyist, you must register with the Hawai‘i County Clerk within five days of
becoming a lobbyist. (Article 15, Section 2-91.3(b), Hawai‘i County Code). A lobbyist means,
“any individual engaged for pay or other consideration who spends more than five hours in any
month or $275 in any six-month period for the purpose of attempting to influence legislative or
administrative action by communicating or urging others to communicate with public officials.”
(Article 15, Section 2-91.3(a)(6), Hawai‘i County Code). Registration forms and expenditure
report documents are available at the Office of the County Clerk-Council, 25 Aupuni Street,
Hilo, Hawai‘i 96720.
SOUTH KOHALA CDP ACTION COMMITTEE
Mitchell D. Roth
Mayor
Lee E. Lord
Managing Director
Zendo Kern
Director
Jeffrey W. Darrow
Deputy Director
County of Hawai‘i
PLANNING DEPARTMENT
SOUTH KOHALA COMMUNITY DEVELOPMENT PLAN ACTION COMMITTEE
Aupuni Center • 101 Pauahi Street, Suite 3 • Hilo, Hawai‘i 96720 Phone (808) 961-8288 • Fax (808) 961-8742
Hawai‘i County is an Equal Opportunity Provider and Employer Page 1
Monday, May 9, 2022
DRAFT Meeting Minutes
CALL TO ORDER
Chair Smith called the South Kohala Community Development Plan (SKCDP) Action Committee
(AC) to order at 5:10 P.M. This meeting was held via the Zoom interactive video platform. The
onsite location to view this meeting in-person was in the West Hawaiʻi Civic Center Community
Hale, building G.
ROLL CALL
AC Members Present: Karen Anderson, Pete Hendricks, Kevin McLaughlin (Vice Chair), Scott
Nagata, Bill Sanborn, Ruth Smith (Chair)
AC Members Absent-Excused: Julia Alos and Mark Gordon
County Staff: Heather Bartlett, Keiko Mercado, Elyse Stevens (Long Range Div. Planners); Shawna
Blackford (Long Range Div. Staff)
1 member of the public attended the meeting via Zoom. The meeting was also available for
synchronous viewing via the COH Planning Department YouTube Livestream. The livestream is
available at South Kohala CDP Action Committee Meeting May 9, 2022 - YouTube.
ANNOUNCEMENTS:
1. Calendar Events: Chair Smith provided information on upcoming calendar events and
community meetings related to the South Kohala District:
● April – July 2022, 12:00 PM – 1:00 PM, SKCP Speaker Series – South Kohala Coastal
Partnership
● May 10, 2022, 5:00 PM – 6:00 PM, South Kohala Traffic Safety Community Meeting
● May 11, 2022, 5:00 PM – 7:00 PM, County of Hawaiʻi – Department of Research &
Development Information Session at the Waikōloa Village Banquet Room
● May 17, 2022, 5:00 PM, Hawaiʻi County Council – Notice of Public Hearing for FY 2022-2023
Operating and CIP Budget at the Hawaiʻi County Building, Council Chambers
● May 18, 2022, 5:00 PM – 7:00 PM, County of Hawaiʻi – Department of Research &
Development Information Session at the Waimea Community Center
www.planning.hawaiicounty.gov/ CDP@hawaiicounty.gov Page 2
● May 18, 2022, 5:00 PM – 6:30 PM, Public Meeting Notice – Former Waikōloa Maneuver Area,
Restoration Advisory Board Meeting
● June 18, 2022, Firewise Committee in coordination with the County of Hawaiʻi – Practice use
of the emergency exit road in Waikōloa
● July 13, 2022, What’s the Scoop on the Poop at Puakō
2. Update on Second Access Road in Waikōloa: Chair Smith informed that Waikōloa Heights,
Waikōloa Village Association, and the Kamakoa community, have a memorandum of
understanding to grant rights to conduct a feasibility study to develop a second road out of
Waikōloa. She shared that the study would be conducted from May 1, 2022 through May 1,
2023.
APPROVAL OF MINUTES:
Committee Member Hendricks made a motion to approve the March 14, 2022 minutes. Motion
seconded by Committee Member Anderson. Motion passed with 6 votes aye, 0 votes nay.
PUBLIC COMMENT ON AGENDA ITEMS:
One (1) member of the public provided written testimony:
Jojo Tanimoto submitted written testimony on agenda item 2, regarding CDP priority projects for
the Kawaihae area.
See Communication No. 2022-11 and 2022-12 for Ms. Tanimoto’s written testimony
https://records.hawaiicounty.gov/Weblink/1/edoc/116548/Communication%20No.%202022-
11%20Jojo%20Tanimoto%20Testimony%20Priority%20Projects%20(Redacted).pdf
https://records.hawaiicounty.gov/Weblink/1/edoc/116549/Communication%20No.%202022-
12%20Jojo%20Tanimoto%20Testimony%20CDP%20Additions%20(Redacted).pdf
One (1) member of the public provided oral testimony:
Margaret Wille, representing herself, testified on agenda item 1. She stressed the importance of
prioritizing Federal funding for a connector road from Kawaihae Road to Māmalahoa Highway
known as the Waimea Bypass Road. She noted that this project has been put aside and opposed
due to the significant funding that would be required. Ms. Wille encouraged the AC to take into
account the significance of this road as it would affect all island traffic and access to the Waimea
hospital.
BUSINESS:
1. Infrastructure Priority Discussion: Ms. Bartlett shared a list of infrastructure projects
established by the South Kohala AC as high priority, along with other projects from the South
Kohala CDP. She encouraged AC members to discuss all current projects, even those that
may not be in the CDP, that are a priority for the district as the landscape has changed since
2008. She shared that this would be an avenue for all Action Committees to provide decision
makers with what their AC and community see as priorities for their district. She also
encouraged discussion on any projects that may be under State jurisdiction to stimulate
cohesion in working together, as all projects would impact the district. Ms. Bartlett shared
that the purpose of the discussion is to be prepared for next steps moving forward with
regard to the process of negotiating and allocating funds between State and County projects.
www.planning.hawaiicounty.gov/ CDP@hawaiicounty.gov Page 3
She noted that staff would provide the AC with notes of the discussion for review and
feedback before providing the list of projects to the Planning Director.
Chair Smith informed that the item regarding the Puakō evacuation route could be removed
from the list as that project was completed. She also noted that the Waiʻaka Bridge project
could be added to the list under the Waimea area, but it would be under State jurisdiction.
Discussions were had regarding Waimea walkways and bikeways. Committee Member
Sanborn informed that there is an agreement to improve the Waimea Trails and Greenways,
by having the trail go across Lindsey Road, past Parker School, and connect to Church Row.
Committee Members Sanborn and Hendricks shared information on a government road in
limbo that starts behind Church Row and connects to Mānā Road and the forest reserve.
They noted that utilizing it as a connector road would be a nice extension to the trails and
greenways. Committee Member Hendricks also noted that the next immediate phase of the
project would be from Hale Kea down to Clark Park at Lālāmilo.
Community Member Margaret Wille informed that Parker School agreed to provide an
alignment for trails behind the school.
Committee Member Nagata requested information on Waimea Trails and Greenways as he
was not aware of the project, its phases or trail location. He noted that he had not seen
advertisements or signage in the area and felt that there was a lack of outreach regarding the
trail’s access. Committee Member Hendricks advised Committee Member Nagata to look at
the Waimea Trails and Greenways website for detailed information.
Additional information can be found here:
https://www.hawaiicounty.gov/our-county/mayor/waimea-trails-and-greenways-project#ad-image-21
Chair Smith noted that it would be helpful to have a map that outlines potential connector
roads that have not yet been established. She also expressed concern with adding priority
projects as outlined in their letter to the Planning Director. She noted that they may “muddy
the waters” regarding their highest priorities if they were to add more projects to the list.
Ms. Mercado explained that the purpose of the conversation was to gather information and
assured the AC that the projects listed in their letter would be noted as the top priorities. She
shared that the discussion would be an opportunity to assist the Administration’s task force
when they begin prioritizing suggested projects.
Committee Member Anderson shared that the AC did a great job drafting that letter and that
adding to the list would dilute the priorities.
Committee Member Hendricks noted that he would prioritize bullet items 1, 2, and 3 on the
list for Waimea.
Chair Smith requested clarification on the item regarding potable water in Kawaihae. Ms.
Bartlett informed that there has been an ongoing concern with Kawaihae receiving water
from Kohala Ranch, as it is a private source. She explained that their price of water is
expensive, and the cost continues to rise, resulting in an initiative to connect to County water
from Waimea. Vice-Chair McLaughlin also informed that there has been an issue with the
www.planning.hawaiicounty.gov/ CDP@hawaiicounty.gov Page 4
ability to grant new leases to residents because they are limited by the amount of potable
water that is available for new homes.
Vice-Chair McLaughlin suggested that the AC stick with the list of priority projects mentioned
in the letter and wait for the next discussion to decide if any other projects should be added
or prioritized. He felt that the AC should wait until the process becomes more defined to
make an informed decision.
2. Action Committee Project Prioritization Discussion: Ms. Bartlett shared a prioritization
spreadsheet of various projects, goals and action items. Action Committee members used
the spreadsheet to explore mutual interests and discuss investigatory subcommittees and
community liaison groups, as applicable.
Vice-Chair McLaughlin expressed interest in action item 10, Promoting Responsible Tourism
and the HTA Destination Management Action Plan. He also suggested another action item
where the AC would begin discussion to prepare for the upcoming revisions to the CDP. He
noted that other priority projects have been raised, but are not mentioned in the CDP, and
wondered if it would be beneficial to get a head start on updates and revisions to the SKCDP.
Ms. Bartlett informed that a full comprehensive review of the CDP cannot be done until the
General Plan (GP) has been adopted. She expressed support of the AC exploring preliminary
work for a future CDP update.
Chair Smith shared her support to form a subcommittee to look at changes to be made or
structures that could be added to the CDP. She expressed her frustration that the revisions to
the GP did not have a definite timeline. Ms. Mercado shared that the GP is a priority to the
Planning Director and that the department is working assiduously to get a second draft out
to community. She assured the AC that timeline updates would be shared with them.
Committee Member Anderson shared her concern on work to update the SKCDP. She
suggested the AC clarify the purpose of revising the CDP in order to avoid making it bigger
and more complex. Vice-Chair McLaughlin reiterated that many projects are not listed in the
CDP as they were not priorities then but are now. He also noted that there are gaps in the
current CDP, as other parts of South Kohala are not well represented.
Chair Smith and Vice Chair McLaughlin agreed to explore preliminary work for a future CDP
update.
Chair Smith noted that action items 4 and 6, Waikōloa Intersection and Waikōloa Access
Road, are high priorities, but subcommittees were not needed as those studies were
completed in 2019. She confirmed no current action was required, and the AC would
continue to monitor those projects.
Committee Member Sanborn informed that action item 8, Minukeʻole Park, is a private park
owned by Parker Ranch and is on a long term lease to the YMCA in Hilo. He shared that the
property should be under historical preservation, as it is a historic site in connection with the
Kamehameha vacation homes. He and Committee Member Hendricks have been working
towards ensuring that the property is historically preserved.
www.planning.hawaiicounty.gov/ CDP@hawaiicounty.gov Page 5
Chair Smith expressed interest in action item 10. She mentioned that tourism helps the
island to function, as it is the main source of our economy. She acknowledged that there is
often push back from the community regarding tourism and that the AC could help in
facilitating that connection. Committee Member Hendricks commented that the HTA
Destination Management Action Plan is not only for tourists, but a good management plan
that would affect the island residents, as well.
Committee Member Hendricks expressed interest in historic preservation. He also suggested
the development of a “Hitchhiker’s Guide” for the area of South Kohala. He noted that there
are not many places to walk in the district legally.
Committee Member Nagata expressed interest in action items 7, Waimea Town Center, 4
and 10. He would like the AC to help the Waikōloa Intersection project move forward. He
also shared his experience in traveling around the moku. Specifically, with issues regarding,
traffic safety on the Kohala Mountain Road, in the Waiʻaka, Waikōloa, and Kona areas, and
the faulty bridges along the Hāmākua coast.
Vice-Chair McLaughlin suggested that one or two AC members start investigative work on
action item 10, as multiple members expressed interest. Ms. Mercado shared that they
would also reach out to the Tourism Specialist at Research and Development so she may
provide a framework on how the Destination Managment Action Plan is being implemented.
Vice-Chair McLaughlin and Committee Member Nagata agreed to explore possible actions to
encourage responsible tourism in the South Kohala district.
3. Framework for Action Committee Hosted Meetings: In continuing previous discussion
regarding Action Committee hosted meetings, Ms. Bartlett presented a framework that
established roles/responsibilities and efforts to ensure adherence to Sunshine Law
requirements. She explained the required steps ACs would need to take prior to, during, and
after AC hosted meetings. She informed that Planning Staff would provide resource materials
and would support the AC to a limited capacity in organizing their self-run meetings. Staff
would also continue to post the agenda and meeting materials to ensure compliance with
the Sunshine Law. AC members would be responsible for providing their own minutes for
staff to post.
Chair Smith requested clarification on how the meeting could be recorded.
Ms. Bartlett clarified that recording could be done on a cellular phone, through note taking,
etc. She informed that this would be at the AC’s discretion, but staff have found recording
meetings to be helpful in capturing input from community members and to assist with
drafting the meeting minutes.
Chair Smith questioned if AC hosted meeting minutes would be formally approved at the
following AC meeting, regardless of Planning staff presence. Ms. Bartlett confirmed that they
would need to be approved and noted that AC hosted meetings would be legitimate and run
in the same way, just organized, and conducted by the AC.
See the Framework for Action Committee Hosted Meetings Presentation here:
https://records.hawaiicounty.gov/Weblink/1/edoc/116550/Communication%20No.%202022-
13%20AC%20Framework%20Detailed.pdf
www.planning.hawaiicounty.gov/ CDP@hawaiicounty.gov Page 6
Chair Smith requested that the SKCDP Onboarding Packet be sent to all AC members as it
would be a helpful resource and contains current members’ contact information.
4. Update on the Budget: Ms. Bartlett provided a brief update on the current County budget
adoption process. She shared project items and descriptions within and related to the South
Kohala district that were proposed for the Capital Improvement Project (CIP) for fiscal year
2022-2023. She informed that the next public hearing regarding fiscal year 2022-2023
Operating and CIP budgets were scheduled for May 17 through May 19. She encouraged AC
members and the community to share their thoughts and feedback with their council
members during that time.
Chair Smith shared that the housing project would require the largest allocation of funds and
was included in both the Operating and CIP budgets. She also noted the three projects
specific to district 9.
See Communication No. 2022-10 May CIP Budget
https://records.hawaiicounty.gov/Weblink/1/edoc/115852/Communication%20No.%202022-
10%20May%20CIP%20FY2022-23.pdf
PROPOSED AGENDA ITEMS FOR NEXT MEETING: None
ADJOURNMENT: Committee Member Hendricks made a motion to adjourn. Motion seconded by
Committee Member McLaughlin. Motion passed unanimously.
The meeting was adjourned at 7:18 P.M.
These meeting minutes and all related documents are available in the Planning Department’s
South Kohala Community Development Plan Action Committee folder via the County of Hawaiʻi
Public Documents Repository. These documents may also be requested from the Planning
Department by calling (808) 961-8288 or emailing cdp@hawaiicounty.gov.
October 2022
1
Aloha New Action Committee Members,
We would like to welcome you to the South Kohala Community Development Plan (SKCDP) Action
Committee (AC) and thank you for volunteering to help the South Kohala Community. As an AC
member, you are tasked with helping to implement the South Kohala CDP. Moving forward, the
decisions you make as an AC member should be grounded within the context of the SKCDP. We hope
that this resource guide is helpful for quickly filtering through the expanse of materials we’ll be sharing.
Authority - The County Charter, General Plan (GP), Community Development Plan (CDP),
and Hawaiʻi County Code (HCC)
County Charter
Effective on January 2, 1969, the County Charter serves as the “constitution” of the government of the
County of Hawai‘i and provides the basic framework for its organization and operation. Section 3-15
requires the County Council to adopt by ordinance a general plan which shall set forth the council’s
policy for long-range comprehensive physical development of the county.
General Plan (GP)
The County of Hawaiʻi General Plan is the blueprint that guides the long-term development of Hawai‘i
Island. It considers the needs of the entire island and provides a sound growth strategy that directs
future opportunities related to land use, zoning amendments, and capital expenditures. The GP strives
to position Hawai‘i Island for economic progress while preserving the environment and strengthening
community foundations. Chapter 15 of the 2005 General Plan established a process—the Community
Development Plan (CDP) program—to translate island-wide goals and priorities put forth in the General
Plan into action-items that could be executed on a district level. The CDP program has been a forum for
communities across Hawai‘i Island to express their views related to planning the future of their
immediate area.
Community Development Plan (CDP)
The purpose of a CDP is to implement the broad goals within the General Plan on a regional basis and
translate the broad General Plan statements to specific actions. CDPs are the forum for community
input into coordinating the delivery of government services to the community. Please note that a plan,
like a CDP, is a guide to future actions. A plan exists to create a long-range framework and direction for
specific decisions. It is not self-implementing, and it is not the action itself. A CDP, for example, may
direct that rezoning in the CDP area follow certain criteria, but it does not in itself rezone land.
Hawaiʻi County Code (HCC)
The SKCDP Action Committee derives its authority from Hawaiʻi County Code Chapter 16 which is
available in your resource binder. Chapter 16 codifies the CDPs and details the requirements of the
Action Committees and its members. Chapter 16 provides important information pertaining to the
Action Committees and their roles and responsibilities. Please read Chapter 16, it is only a few pages
long.
Communication Number 2022-18
October 2022
2
The South Kohala Community Development Plan (SKCDP)
You have received a copy of the South Kohala CDP and should familiarize yourself with it. We know that
it will take some time to get familiar with the SKCDP, so please don’t hesitate to reach out if you have
questions.
The Action Committee
Committee’s Composition
As defined in Chapter 16 of the HCC, each CDP has an Action Committee (AC) consisting of nine
members. Each member is required to live in their respective CDP area and the committee should
reflect a broad cross section of the community.
Membership Appointment and Seat Term
Members are appointed by the Mayor and confirmed/approved by the County Council to fill a “seat” on
the Action Committee. Seats on an Action Committee are typically planned or organized in 4-year terms
and in “blocks” of three. These blocks are “staggered” to maintain committee quorum and ensure that
only three committee member’s terms expire at the same time. Please note that a Committee Member
may be appointed to a seat that has less than four years left in that block. That being said, a Committee
Member may be asked to serve as a “holdover” until a new appointment is made for a seat. Members’
terms are tracked by the CDP Team. For any questions on your particular seat and term, please contact
us.
Committee’s Role
The overarching role of an Action Committee is to be a proactive, community-based steward for
implementation of their respective CDP. The Action Committee will provide ongoing feedback,
advocacy, and action to advance implementation of the CDP goals and objectives and acts in an advisory
capacity to the Planning Director.
Committee Member’s Role
An important role of an Action Committee Member is community outreach or liaising. Participating in
community organizations, groups, or events can help AC members broaden the community’s awareness
of the CDP and build partnerships that help to implement the CDP’s goals, objectives, policies, and
actions. If you feel that a particular community issue is relevant to the SKCDP and Action Committee,
please feel free to ask the CDP Team or Committee Chair about it so discussion and consideration at a
subsequent Action Committee meeting can take place. Please note that the Action Committee is not
the forum for community complaints or personal agendas; but is a venue for community initiatives that
are aligned with the SKCDP’s goals and objectives.
The CDP Team’s Role
The role of the CDP Team is to partner with the Action Committee, community, agencies, and
organizations in the implementation of CDP goals and objectives. The CDP Team administers to the
needs of the Action Committee in fulfilling their duties and responsibilities and serves as a planning
resource. We are also “procedural and administrative leaders” that keep the Action Committee
operating within State Law and County Regulations.
Communication Number 2022-18
October 2022
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Please note, in order for the Action Committee to effectively operate within the parameters of Sunshine
Law, it is important for Committee Members to be mindful of Action Committee deadlines and review
communications. Please contact the CDP Team at any time if you are unclear about any
communications or deadlines.
Meetings – Procedural Guidance
Robert’s Rules of Order
As for committee meetings, we follow a modified version of Robert’s Rules of Order. This protocol is
intended to be a guide for conducting meetings and making decisions as a group. These rules help to
define how a committee conducts committee business and also helps committee members understand
the appropriate way to participate in a cooperative manner. We have located a series of videos that are
available online. Please take some time to familiarize yourself with some of the basics but do not worry
if you can’t remember all the rules because the SKCDP Chair and CDP Team will help you as necessary.
• Mastering the 3 most important motions -
https://www.youtube.com/watch?v=eYwKX_P8YkU&list=PLk-
ADWH1SPlgaaWScqkVTV2RRND2wA3MS&index=5
• How to Handle “Friendly Amendments” -
https://www.youtube.com/watch?v=CNxMz6dXKzw&index=6&list=PLk-
ADWH1SPlgaaWScqkVTV2RRND2wA3MS
• Effective Debating in Meetings -
https://www.youtube.com/watch?v=oluyFEaGnyM&index=9&list=PLk-
ADWH1SPlgaaWScqkVTV2RRND2wA3MS
• How to Use Point of Order -
https://www.youtube.com/watch?v=rGWTLLwLTDY&index=11&list=PLk-
ADWH1SPlgaaWScqkVTV2RRND2wA3MS
Sunshine Law
Since the AC is a County administered, advisory committee to the Planning Director, it becomes an
“extension” of the Planning Department and is subject to the Sunshine Law. The Sunshine Law is
Hawaiʻi’s open meeting law. It governs the manner in which all state and county boards must conduct
their business. The Sunshine Law outlines requirements for committee and subcommittee meetings. It
also dictates how committee members are allowed to interact with each other concerning committee
business. The law is updated from time to time and the current version is included in your resource
folder. The CDP Team will keep the AC apprised of any changes. In addition to the resource in your
binder, we have provided some links to Sunshine Law videos below.
• Sunshine Law Training Resources - https://oip.hawaii.gov/training/
• Sunshine Law Test - https://www.goconqr.com/en-
US/p/34761830?frame=true&link_uuid=hc3COz0jRQNCQ4maDlTbVQ
Ethics Guide
Chapter 2, Article 15 of the Hawai‘i County Code established the Code of Ethics. The code provides
standards of conduct which the Action Committee is subject to. Please take time to review the Ethics
Guide provided in your resource binder.
Communication Number 2022-18
October 2022
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Committee Information and Resources
Committee/Meeting Information and Notifications
Action Committee and CDP related information is disseminated in various ways.
To Action Committee Members:
The CDP Team will email AC members the meeting agenda and all other meeting materials about a week
prior to the meeting when the agenda is published. Important notices, written public testimony, and
other AC communications may be provided via email between meetings to Action Committee members.
Email communications to and from Planning Staff could be to/from the individual Planner’s or the CDP
team’s joint email address (see contact information below). We do our best to be available via phone
and to drop in visits to the Hilo Planning Department office as well. If in doubt about how to contact us,
don’t overthink it! Our team works closely with each other and we will be sure that your question or
comment gets to the right person. Any member that has limited capacity to receive emails should notify
us to coordinate alternative ways of receiving meeting materials and other communications.
To the General Community:
Planning Staff provides CDP related information to the general public in various formats. We maintain
an email list of interested community members, agencies, and organizations for all CDP related
notifications. We also maintain CDP portion of the Planning Department website and strive to keep it
updated with current information (see below).
SKCDP Website - https://www.planning.hawaiicounty.gov/general-plan-community-
planning/cdp/skohala
The South Kohala CDP website is a great resource for information pertaining to the SKCDP and AC. It is
also a great resource to learn about our other CDPs, the General Plan, and other related community
planning projects.
Communication Number 2022-18
October 2022
5
Contact Information
We have a joint email address, if you send an email to this address it will reach our whole team:
cdp@hawaiicounty.gov
You can also contact us individually
Thank you!
Thank you again for volunteering to be a part of the South Kohala Community Development Plan Action
Committee. Please don’t get overwhelmed with all the information you have been given. The SKCDP
Chair, and the CDP Planning Team are here to help you as you start to develop a familiarity with the
SKCDP and the Action Committee.
Thank you and welcome to the SKCDP Action Committee!
Communication Number 2022-18
Communication Number 2022-18
*Please note that the information on this sheet is condensed. For full information see appropriate Sections of the County
Charter, County Code and/or Hawai‘i Revised Statutes.
SOUTH KOHALA COMMUNITY DEVELOPMENT PLAN (CDP) ACTION COMMITTEE (AC)
Updated: March 22, 2022
PURPOSE: The purpose of the CDP Action Committee is to be a proactive, community-based
steward responsible for implementing resident-driven solutions from the Community
Development Plan that positively transform the community in partnership with a
network of businesses, non-profits, and community leaders.
AUTHORITY: Hawai‘i County Code, Chapter 16
FULL MEMBERSHIP: Nine members
SPECIFIC REPRESENTATION: Primary residence must be in the Planning area of the CDP.
REQUIRED COMMITMENTS: Possess a deep love for their community; a passion for equity; and a motivation to work
for the greater good of their community.
Commit to a term of up to four years; attend regular meetings; invest a minimum of 8
hours of work each month advancing CDP implementation; organize/attend public
meetings, workshops, and trainings; identify capacity building needs and opportunities
within community; and agree to follow rules and operating principles of the committee
and the Planning Department.
Commit to intentionally and explicitly engaging all factions of the community equitably
while working to develop partnerships with individuals, non-profits, businesses, and
community groups/associations to implement grass roots actions; serve as a point of
contact for CDP and AC initiatives; and transmit project updates and opportunities to
community within the CDP region.
MEETINGS: Meetings are scheduled as required to address new and existing actions. Please visit
https://www.planning.hawaiicounty.gov/about-us/planning-department-calendar for
up-to-date meeting information.
REAPPOINTMENT: Reappointment shall be in compliance with Hawaiʻi County Code §16-5(b).
CURRENT MEMBERS: Seat # Committee Member Seat Term Expiration
1 LICOAN, Tristie [Holdover]* 2020-01-31
2 SANBORN, William [Holdover]* 2020-01-31
3 SMITH, Ruth Annette [Holdover]* 2020-01-31
4 GORDON, Mark [Holdover]* 2021-01-31
5 ALOS, Julia Ann [Holdover]* 2021-01-31
6 McLAUGHLIN, Kevin [Holdover]* 2021-01-31
7 NAGATA, Scott 2026-01-31
8 HENDRICKS, Peter [Holdover]* 2022-01-31
9 ANDERSON, Karen [Holdover]* 2022-01-31
*Holdover seats are eligible for replacement
CONTACT INFORMATION: cdp@hawaiicounty.gov; https://www.planning.hawaiicounty.gov/home
ATTORNEY ASSIGNED: Jean Campbell, Deputy Corporation Counsel
Communication Number 2022-18
Communication Number 2022-18
i
CHAPTER 16
PLANNING
Article 1. General Plan.
Section 16-1. The County of Hawai‘i general plan.
Article 2. Community Development Plans.
Section 16-2. Adoption of community development plans. Section 16-3. Review and amendment.
Article 3. CDP Action Committees.
Section 16-4. CDP action committees. Section 16-5. Membership and tenure. Section 16-6. Duties and responsibilities of the CDP action committees.
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PLANNING § 16-1
16-1 SUPP. 5 (1-2019)
CHAPTER 16
PLANNING
Article 1. General Plan.
Section 16-1. The County of Hawai‘i general plan. (a) That certain planning code known and designated as “County of Hawai‘i general plan,” as adopted on December 5, 1971, by the council of the County of Hawai‘i, is hereby adopted by reference, subject to later amendments by ordinance, and may be cited as the “general plan.” (b) A copy of the general plan and amendments shall be available for public inspection at the planning department. (1983 CC, c 16, sec 16-1; am 2006, ord 06-153, sec 1; am 2007, ord 07-70, secs 2, 3 and 4; am 2008, ord 08-98, sec 2; am 2009, ord 09-150, sec 2, ord 09-161, secs 1, 2, 3 and 4.)16-1
Article 2. Community Development Plans.
Section 16-2. Adoption of community development plans. The community development plans listed below are adopted and incorporated by reference. A copy of the plans and amendments shall be available for public inspection at the planning department. HĀMĀKUA. The document identified as “Hāmākua Community Development Plan” is adopted by reference, subject to later amendments by ordinance, and may be cited as the “Hāmākua CDP.” The planning area for the Hāmākua CDP encompasses the Judicial District of Hāmākua, North Hilo, and a portion of the South Hilo District in the County of Hawai‘i. KA‘Ū. The document identified as “Ka‘ū Community Development Plan” is adopted by reference, subject to later amendments by ordinance, and may be cited as the “Ka‘ū CDP.” The planning area for the Ka‘ū CDP encompasses most of Judicial District 9 in the County of Hawai‘i. Eastern portions of the district near and including Volcano Village were included in the Puna CDP planning area and were, therefore, not incorporated into the Ka‘ū CDP. KONA. The document identified as “Mapping the Future: Kona Community Development Plan Volume 1” is adopted by reference subject to later amendments by ordinance, and may be cited as the “Kona CDP.” The planning area for the Kona CDP encompasses the judicial districts of North and South Kona. NORTH KOHALA. The document identified as “North Kohala Community Development Plan” is adopted by reference subject to later amendments by ordinance, and may be cited as the “North Kohala CDP.” The planning area for the North Kohala CDP encompasses the judicial district of North Kohala. PUNA. The document identified as “Puna Community Development Plan” is adopted by reference subject to later amendments by ordinance, and may be cited as the “Puna CDP.” The planning area for the Puna CDP encompasses the judicial district of Puna and the Volcano Census Designated Place that includes the Volcano Golf Course subdivision in the district of Ka‘ū.
Communication Number 2022-18
§ 16-2 HAWAI‘I COUNTY CODE
SUPP. 5 (1-2019) 16-2
SOUTH KOHALA. The document identified as “South Kohala Community Development Plan” is adopted by reference subject to later amendments by ordinance, and may be cited as the “South Kohala CDP.” The planning area for the South Kohala CDP encompasses the judicial district of South Kohala. (2008, ord 08-98, sec 3; am 2008, ord 08-116, sec 2; ord 08-131, sec 2; ord 08-151, sec 2; am 2008, ord 08-159, sec 2; am 2017, ord 17-66, sec 2; am 2018, ord 18-78, sec 2.) 16-2
Section 16-3. Review and amendment. A comprehensive review of the community development plans shall commence within ten years from the date of adoption. (2008, ord 08-98, sec 3.) 16-3
Article 3. CDP Action Committees.
Section 16-4. CDP action committees. (a) A community development plan (CDP) action committee shall succeed each CDP steering committee upon adoption of a community development plan. (b) The purpose of the CDP action committee is to be a proactive, community-based steward of the plan’s implementation and update. (c) The planning department shall administer the CDP action committees and be responsible for developing a selection process for committee members and establishing rules of procedure, as needed. (2008, ord 08-98, sec 4.) 16-4
Section 16-5. Membership and tenure. (a) The CDP action committee shall consist of nine members. All members shall have a primary residence in the area covered by the CDP. The members shall be appointed by the mayor and approved by the County council. Prior service as a member of a CDP steering committee shall not disqualify an individual from serving on the CDP action committee. (b) The members shall serve staggered terms of four years. Upon the initial appointment of the committee, three members shall serve for a term of two years, three members for a term of three years, and three members for a term of four years. When the term of a member expires, the member may, at the discretion of the member, continue to serve until a successor is appointed. Members whose terms expire may not be reappointed for at least two years, however, members appointed for one year or less may be reappointed for an additional term without the passage of two years’ time. Existing vacant positions shall be filled before filling any position occupied by a member whose term has expired but who is willing to continue serving until their position is filled. (c) The membership should reflect a broad cross-section of the community. The community development plan may specify more detailed selection criteria consistent with this objective. (d) A chairperson shall be elected from its membership annually. (e) Except as provided for in this section, the committee shall be governed by the County Charter, section 13-4. (2008, ord 08-98, sec 4; am 2016, ord 16-77, sec 2.) 16-5
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PLANNING § 16-6
16-3
Section 16-6. Duties and responsibilities of the CDP action committees. The duties and responsibilities of the committee are: (1) Provide ongoing guidance and advocacy to advance implementation of the CDP goals, objectives, policies, and actions; (2) Broaden community awareness of the CDP and build partnerships, as appropriate, with governmental and community-based organizations to implement CDP policies and actions; (3) Take into consideration statewide objectives and legislation for long-term and sustainable plans for the island as a whole; (4) Provide timely recommendations to the County on priorities relating to the County operational budget and the CIP budget and program; (5) Receive briefings, as requested, from the planning department on pending and approved permit applications involving property located within the planning area, and on other issues related to the CDP; (6) Receive briefings from other County agencies, as requested, on priority actions identified in the CDP, which briefings may be integrated and consolidated by the mayor’s office or the planning department into a plan of action for the forthcoming year and a status report on the current year’s plan of action; (7) Monitor the progress and effectiveness of the CDP including the need for CDP revisions based on emerging statewide plans, new technologies, innovative ideas, or changing conditions; (8) Review and make recommendations on interim amendments to the CDP; (9) Serve as the steering committee, as set forth in the general plan, in any comprehensive update of the CDP; (10) Provide recommendations to amend the general plan; and (11) Carry out other duties specified in the CDP and/or in agreement with the planning department. (2008, ord 08-98, sec 4.) 16-6
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PLAN
IMPLEMENTATION
The General Plan sets forth broad goals, objectives, and policies. Implementation requires
translating these broad statements to specific actions, systematically evaluating progress,
and active community participation. In this regard, follow-up planning efforts will
involve the preparation of Community Development Plans, Capital Improvements
Program, and an annual report.
15.1 COMMUNITY DEVELOPMENT PLANS
The Community Development Plans are intended to be the forum for community input
into managing growth and coordinating the delivery of government services to the
community. The Community Development Plans will translate the broad General Plan
statements to specific actions as they apply to specific geographical areas.
A Community Development Plan should direct physical development and public
improvements within a specific area. The Community development Plan may contain
detailed land use and zoning guide maps, plans for roadways, drainage, parks, and other
infrastructure and public facilities, architectural design guidelines, planning for
watersheds and other natural features, and any other matters relating to the planning area.
The Planning Director or Council may initiate a Community Development Plan. Each
Community Development Plan shall have a steering committee composed of members
appointed by the mayor and confirmed by the council. The members shall be broadly
representative of the affected communities.
The steering committee shall work in conjunction with the Planning Department and with
any professional consultants hired to assist in the preparation of the plan. The exact
boundaries of the planning area may be determined during the preparation of the plan.
It is not mandatory that there be a Community Development Plan for each region.
Although the previous General Plan called for Community Development Plans, in the
thirty years since the enactment of the first General Plan, only one Community
Development Plan has been enacted by ordinance, one by County Council Resolution,
and two by Planning Commission Resolution. Time, cost, the degree of effort, and, in
some cases, the inability to achieve a sufficient consensus, has been the limiting factors.
Hawaii County General Plan
…… 15-1
Communication Number 2022-18
§15.1: Community Development Plans
The need for a Community Development Plan for a particular area should be assessed
considering a number of factors, including how much is public infrastructure challenged
by recent or anticipated growth and whether there are significant efforts to change the
zoning and land use in the area.
After the steering committee has recommended approval of the Community Development
Plan, it shall be forwarded to either the Windward or Leeward Planning Commission, or
both meeting as a joint commission as provided for in the Hawai‘i County Charter, for
review and recommendation to the County Council. The County Council may modify or
amend the Community Development Plan before enacting it by ordinance, but it shall
give the steering committee and the designated Planning Commission, or joint
commission, as the case may be, an opportunity to review and comment upon substantive
amendments and modifications before final adoption of the plan.
In the process of creating the Community Development Plan, it may be determined that
the General Plan should be amended. The Planning Director or County Council may
initiate amendments to the General Plan, and the steering committee may recommend
amendments, that would be enacted at the same time as the Community Development
Plan, or as a follow-up to the Community Development Plan. If there is a direct conflict
between the Community Development Plan and the General Plan, the General Plan shall
be controlling.
The Community Development Plans shall focus on action. The courses of action
specified in each element of the General Plan need greater detail and need to be
coordinated by district. The Community Development Plans shall identify appropriate
governmental actions that include:
• Regulatory actions. Regulations rely on government's police power to control what
people can and cannot do in the interest of the public's health, safety, or welfare. The
County administers and enforces various regulations to control land use. These
regulations include the zoning code, subdivision code, flood control code, grading code,
sign code, and building code. The County also administers requirements imposed by
the Federal and State governments, such as the Coastal Zone Management Act and the
State Land Use Law. The Community Development Plans shall recommend
amendments as appropriate to the codes, maps, or administration and enforcement.
• Incentive measures. Where regulatory controls are the government's “sticks”, incentives
are the “carrots” to encourage certain actions. Too often, regulation is the solution.
Regulation can be restrictive, reactive, and divisive. Incentive measures, on the other
hand, can invite creative “win-win” solutions. Examples of incentive measures include
property tax exemptions such as for agricultural or native forest dedications, expedited
permit processing, density bonuses, and discounted facility fees. Community
Development Plans shall consider appropriate incentive measures to achieve various
objectives, as applicable.
Hawaii County General Plan
…… 15-2 Supp. 1 (Ord. No. 09-161)
Communication Number 2022-18
§15.2: Capital Improvements Program (CIP)
• Acquisition actions. Where significant resources are located on private property, it may
be more appropriate for government to purchase the development rights or fee simple
title rather than to severely regulate the owner’s use of the property. Obviously,
purchasing in reaction to development proposals is expensive. The Community
Development Plans shall identify acquisition priorities, as appropriate, and seek means
to leverage financing by working creatively with the landowner, other levels of
government, land trusts, and/or nonprofit groups.
• Capital budgeting actions. The County annually prepares a capital improvements budget
where public facility projects (new construction or major repairs) are identified. The
budget is accompanied by a six-year capital improvements program (CIP). The CIP
process is explained in more detail below. The Community Development Plans shall
identify and prioritize public facility projects important to the community. The CIP
shall take into consideration the recommendations in the Community Development
Plans, recognizing that the CIP must reconcile competing interests for a limited amount
of funds.
• Programs. Certain community needs do not necessarily require land or a new facility,
but rather a focused commitment of time and money towards achieving specific
objectives. These operational projects are referred to as programs. Examples include an
after-school youth program, neighborhood watch program, or mediation training
program. Too often, resources are diverted to studies that could be more effectively
used for pilot programs that actually try to achieve results and provide lessons through
action. Community Development Plans shall identify desired programs and the
community’s role in planning and implementing the programs.
• Development/Redevelopment. In very special situations, it may be appropriate for
government to take the lead and act as developer either singly or as a public/private
partnership. These situations arise when the private market fails to address certain
needs, such as very low income housing, or when the situation is quite large-scale,
complex, and especially requires government's power of eminent domain to assemble
land for redevelopment. Community Development Plans shall identify desired projects
for public development or redevelopment, and shall coordinate input from appropriate
agencies such as the Office of Housing and Community Development or the U.S.
Department of Housing and Urban Development.
15.2 CAPITAL IMPROVEMENTS PROGRAM (CIP)
Capital improvement projects have the potential to influence where growth occurs, to
more equitably distribute County services, and to promote important objectives such as
affordable housing. The County Charter sets forth the procedure for the submittal and
adoption of the CIP:
The various departments and agencies submit project requests and cost estimates to
the Mayor. The Planning Director reviews the lists and recommends priorities.
Hawaii County General Plan 15-3
…… Communication Number 2022-18
§15.3: Annual Report
The Mayor reviews the lists in preparing the CIP.
1 By March 1, the Mayor submits the CIP to the Council together with a message
explaining each project proposed in the capital budget, estimated cost, and proposed
method of financing.
2 4. By May 5, the Mayor may submit amendments (adjustments may be necessary
depending on actions taken by the State Legislature) together with a message that
describes the changes and the circumstances, which justify the changes.
3 On or before June 30, the Council shall adopt the capital budget. The capital budget
for the upcoming fiscal year is adopted by ordinance. The six-year CIP is for
information purposes.
The capital budget appropriates funds for the specified projects. Capital appropria-
tions lapse at the end of the second fiscal year following the year in which they are ap-
propriated. Prior to lapsing, the agency responsible to implement the project may
request the Mayor to allot the funds. Once allotted, the agency may proceed to encum-
ber (e.g., execute contracts, issue purchase orders) and expend the funds.
In order for the CIP to comprehensively prioritize and allocate the financial resources
available to the County within the context of the General Plan, the CIP shall be pre-
pared as follows:
• The CIP shall be based on clear priority criteria;
• The CIP shall integrate the several sources of funding improvements, including the
fuel tax and the County Water Board projects;
• The CIP shall coordinate County projects with State CIP projects and available Fed-
eral funding;
• The total County costs for the projects selected for the CIP shall not exceed an
amount that could be prudently financed taking into consideration the debt service
capacity of the County;
• The CIP process shall provide opportunity for community review of the CIP pro-
posed by the administration prior to submittal to the County Council;
• Where additional studies are needed to prioritize projects from an islandwide or re-
gional perspective, functional plans may be funded through the CIP;
• A system shall be established to monitor the status of appropriated projects.
15.3 ANNUAL REPORT
The Planning Department shall prepare an annual report to monitor progress towards
achieving the General Plan goals, objectives, and policies. To the extent possible, the
annual report should develop measurable indicators related to the policies. The Plan-
ning Department shall submit the annual report to the Mayor for review. The Mayor
shall submit the annual report to the Council together with the capital and operational
••• Hawaii County General Plan •••
15-4
Supp. 1 (Ord. No. 06-153)
Communication Number 2022-18
§15.3: Annual Report
budgets in accordance with the budget submittal timetable set forth in the Charter.
The annual report and CIP shall be the means to reconcile and prioritize competing
community needs from a County-wide perspective. The Planning Department may or-
ganize an interagency committee to provide input for inclusion in the annual report. PLAN IMPLEMENTATION ••Hawaii County General Plan 15-5••••Supp. 1 (Ord. No. 06-153)
Communication Number 2022-18
Communication Number 2022-18
A.C. Subcommittees vs. Member-Community Liaison:
Types, Purposes, Limits of Organizations
Types of Organization Purpose AC Representation Community
Representation
Sunshine Law Applicability
Investigatory Subcommittee
of the Action Committee
Defined by AC with
clear purpose and
possible deadline
or end date
At least 2 AC members but
less than quorum (4)
Defined by AC •Investigatory Subcommittee meetings
NOT subject to Sunshine Law
•Agendized on minimum of 3 AC
meetings: scope, recommendations,
decision
Any other Subcommittee of
the Action Committee
(e.g., formed to do its work on
an ongoing basis, whether
constant or sporadic, such as a
“standing committee.”
Defined by AC with
clear purpose
No limitation on number of
AC members
Defined by AC •Any other Subcommittee meetings ARE
subject to Sunshine Law: notice, agenda,
open meetings, testimony, minutes.
•NOT subject to 3 meeting rule but should
always be clear on agenda especially
when decisions are expected to be
made.
Community Partner Group
(Independent community
group, but CDP aware &
supportive)
Defined by
community group
Up to 2 AC representatives Defined by
community group
•These groups are not government-
affiliated and ARE NOT subject to
Sunshine Law.
•Reports or communications are not
subject to 3 meeting rule but should
always be clear on agenda especially
when decisions are expected to be
made.
Communication Number 2022-18
Communication Number 2022-18
ROBERT'S RULES SIMPLIFIED
1. To MAKE A MOTION
The mover of a motion addresses the Chair and introduces the motion by stating, "I move..." The
motion is repeated by the Chair. If the motion is long and involved, the Chair will ask the mover
to submit it in writing.
2. To SECOND a motion
A second is indicated by stating, "Second" or "I second the motion." This may be done without
rising or addressing the Chair. All important motions should be seconded.
3. To AMEND
This motion is to change, add, or omit words in the original main motion. It is DEBATABLE;
MAJORITY VOTE.
To AMEND THE AMENDMENT
This is a motion to change, add, or omit words in the first amendment. It is DEBATABLE;
MAJORITY VOTE.
METHOD
The first vote is on changing words on the second amendment. The second vote (if the first vote
adopts a change) is on the first amendment as changed. The third vote is on adopting the main
motion as changed.
4. To COMMIT
When a motion becomes involved through amendments or when it is wise to investigate a
question more carefully, it may be moved to COMMIT the motion to a committee for further
consideration. DEBATABLE; AMENDABLE. COMMITTEE MUST MAKE A REPORT ON
SUCH QUESTION.
5. To TABLE
This motion postpones the subject under discussion in such a way that it can be taken up at some
time in the near future when a motion "to take from the table" would be in order. This motion is
NOT DEBATABLE or AMENDABLE; MAJORITY VOTE.
6. To DEFER
A motion to defer the question being discussed to some future time is in order, except when a
speaker has the floor. DEBATABLE; MAJORITY VOTE.
7. To SUSPEND
This motion is always in order except:
a. when a speaker has the floor;
b. when a vote is being taken;
c. after it has just been voted down;
d. when the committee is in the midst of some business which cannot be abruptly stopped.
Communication Number 2022-18
The time of reconvening must be specified. There is NO DEBATE; MAJORITY VOTE.
8. To ADJOURN
This motion is always in order except:
a. when a speaker has the floor;
b. when a vote is being taken;
c. after it has just been voted down;
d. when the committee is in the midst of some business which cannot be abruptly stopped.
Under all the above circumstances, the motion is NOT DEBATABLE; MAJORITY VOTE.
9. To RECONSIDER
The motion to reconsider a motion that was carried or lost is in order if made on the same day or
the next calendar day. The motion must be made by one who voted with the prevailing side. No
question can be twice reconsidered. DEBATABLE; MAJORITY VOTE.
10. The PREVIOUS QUESTION
This motion closes debate on the pending question. This motion may be made when debate
becomes long or drawn out. It is NOT DEBATABLE.
The form is "Mr. (Madam) Chair, I move the previous question." The Chair then asks, "Shall
debate be closed and the question now be put to a vote?" If this motion is adopted by a two-thirds
(2/3) vote, the question before the Committee is immediately voted upon.
11. POINT OF ORDER
This motion is always in order, but can be used only to present an objection to a ruling of the
Chair or some method of parliamentary procedure.
The form is "Mr. (Madam) Chair, I rise to a point of order." The Chair replies, "please state your
point of order." After the member has stated his/her objection, the Chair answers:
"Your point of order is sustained," or
"Your point of order is denied" or
with the needed information.
If any member is not satisfied, he/she may appeal the decision of the Chair. The Chair shall
address the Committee, "Shall the decision of the Chair be sustained?" This is debatable and the
presiding officer may discuss it without leaving the chair. Voted on like any other motion,
majority or tie vote sustains the decision of the Chair. A majority of "no" votes is required to
reverse the decision of the Chair.
12. VOTING
Each member KCDP Steering Committee, present and voting at the time of voting, has ONE
vote on any matter before the Committee.
Each vote is cast by a show of hands/placards or by responding "AYE" or "NO" on a voice vote
or by responding "YES", "NO", or "ABSTAIN" on a roll call vote.
Communication Number 2022-18
The Chair may ask, "Is there an objection to accepting this motion, report, etc.?"
If a member objects, then one of the above methods of voting is in order.
A roll call vote may be requested by any member immediately before a vote is taken.
A majority vote shall be the decision on any question except that of Previous Question, which
shall require a two-thirds (2/3) majority. A tie vote means the motion has failed.
Communication Number 2022-18
Communication Number 2022-18
1 Unofficial Sunshine Law with Act 220 amendments (posted 08/22/2022)
Chapter 92, Hawaii Revised Statutes PUBLIC AGENCY MEETINGS AND RECORDS The following is an unofficial copy of Part I of chapter 92, Hawaii Revised Statutes, which is current through the 2022 legislative session, including new provisions enacted by Acts 264 and 177, SLH 2022. PART I. MEETINGS Section 92-1 Declaration of Policy and Intent
92-1.5 Administration of This Part 92-2 Definitions
92-2.5 Permitted Interactions of Members
92-3 Open Meetings
92-3.1 Limited Meetings
92-3.5 Meeting by Interactive Conference Technology; Notice; Quorum
92-3.7 Remote meeting by Interactive Conference
Technology; Notice; Quorum.
92-4 Executive Meetings 92-5 Exceptions 92-6 Judicial Branch, Quasi-Judicial Boards and Investigatory Functions; Applicability 92-7 Notice
92-7.5 Board Packet; Filing; Public Inspection; Notice 92-8 Emergency Meetings 92-9 Minutes 92-10 Legislative Branch; Applicability
92-11 Voidability
92-12 Enforcements
92-13 Penalties §92-1 Declaration of policy and intent. In a democracy, the people are vested with
the ultimate decision-making power. Governmental agencies exist to aid the people
in the formation and conduct of public policy. Opening up the governmental
processes to public scrutiny and participation is the only viable and reasonable
method of protecting the public’s interest. Therefore, the legislature declares that it
is the policy of this State that the formation and conduct of public policy - the
discussions, deliberations, decisions, and action of governmental agencies - shall be conducted as openly as possible. To implement this policy the legislature declares that: (1) It is the intent of this part to protect the people’s right to know; (2) The provisions requiring open meetings shall be liberally construed; and (3) The provisions providing for exceptions to the open meeting
requirements shall be strictly construed against closed meetings. [L
Communication Number 2022-18
2 Unofficial Sunshine Law with Act 220 amendments (posted 08/22/2022)
1975, c 166, pt of §1]
§92-1.5 Administration of this part. The director of the office of information
practices shall administer this part. The director shall establish procedures for filing
and responding to complaints filed by any person concerning the failure of any
board to comply with this part. An agency may not appeal a decision by the office
of information practices made under this chapter, except as provided in section 92F-
43. The director of the office of information practices shall submit an annual report
of these complaints along with final resolution of complaints, and other statistical data to the legislature, no later than twenty days prior to the convening of each regular session. [L 1998, c 137, §2; am L 2012, c 176, §2] §92-2 Definitions. As used in this part:
“Board” means any agency, board, commission, authority, or committee of the State or its political subdivisions which is created by constitution, statute, rule, or executive order, to have supervision, control, jurisdiction, or advisory power over specific matters and which is required to conduct meetings and to take official actions. "Board business" means specific matters over which a board has supervision, control, jurisdiction, or advisory power, that are actually pending before the board, or that can be reasonably anticipated to arise before the board in the foreseeable future. "Informal gathering" means a social or informal assemblage of two or more board members at which matters relating to board business are not discussed. “Interactive conference technology” means any form of audio and visual conference technology, or audio conference technology where permitted under this part, including teleconference, videoconference, and voice over internet protocol, that facilitates interaction between the public and board members.
“Meeting” means the convening of a board for which a quorum is required in order to make a decision or to deliberate toward a decision upon a matter over which the board has supervision, control, jurisdiction, or advisory power. [L
1975, c 166, pt of §1; am L 1976, c 212, §1; am L 2012, c 202, §1; am L
2021, c 220, §3; am L 2022, c 264, §2]
§92-2.5 Permitted interactions of members. (a) Two members of a board may discuss between themselves matters relating to board business to enable them to perform their duties faithfully, as long as no commitment to vote is made or sought and the two members do not constitute a quorum of their board.
(b) Two or more members of a board, but less than the number of members that would constitute a quorum for the board, may be assigned to:
(1) Investigate a matter relating to board business; provided that: (A) The scope of the investigation and the scope of each member’s authority are defined at a meeting of the board; (B) All resulting findings and recommendations are presented to the board at a meeting of the board; and
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(C) Deliberation and decisionmaking on the matter investigated, if any, occurs only at a duly noticed meeting of the board held subsequent to the meeting at which the findings and recommendations of the investigation were presented to the board; or (2) Present, discuss, or negotiate any position that the board has adopted at a meeting of the board; provided that the assignment is made and the scope of each member’s authority is defined at a meeting
of the board before the presentation, discussion, or negotiation. (c) Discussions between two or more members of a board, but less than the number of members that would constitute a quorum for the board, concerning the selection of the board’s officers may be conducted in private without limitation or subsequent reporting.
(d) Board members present at a meeting that must be canceled for lack of
quorum or terminated pursuant to section 92-3.5(c) may nonetheless receive
testimony and presentations on items on the agenda and question the testifiers
or presenters; provided that:
(1) Deliberation or decisionmaking on any item, for which testimony or
presentations are received, occurs only at a duly noticed meeting of
the board held subsequent to the meeting at which the testimony and presentations were received; (2) The members present shall create a record of the oral testimony or presentations in the same manner as would be required by section 92-9 for testimony or presentations heard during a meeting of the board; and (3) Before its deliberation or decisionmaking at a subsequent meeting, the board shall:
(A) Provide copies of the testimony and presentations received at
the canceled meeting to all members of the board; and
(B) Receive a report by the members who were present at the
canceled or terminated meeting about the testimony and
presentations received.
(e) Two or more members of a board, but less than the number of members that
would constitute a quorum for the board, may attend an informational
meeting or presentation on matters relating to board business, including a
meeting of another entity, legislative hearing, convention, seminar, or
community meeting; provided that the meeting or presentation is not
specifically and exclusively organized for or directed toward members of the
board. The board members in attendance may participate in discussions, including discussions among themselves; provided that the discussions occur during and as part of the informational meeting or presentation; provided further that no commitment relating to a vote on the matter is made or sought. At the next duly noticed meeting of the board, the board members shall report their attendance and the matters presented and discussed that related to
board business at the informational meeting or presentation.
(f) Discussions between the governor and one or more members of a board may
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be conducted in private without limitation or subsequent reporting; provided that the discussion does not relate to a matter over which a board is exercising its adjudicatory function. (g) Discussions between two or more members of a board and the head of a
department to which the board is administratively assigned may be conducted in private without limitation; provided that the discussion is limited to matters specified in section 26-35. (h) Where notice of the deadline to submit testimony to the legislature is less than the notice requirements in this section, a board may circulate for approval a statement regarding a position previously adopted by the
board; provided that the position previously adopted by the board, the statement to be submitted as testimony, and communications among board members about the statement, including drafts, shall be in writing and accessible to the public, within forty-eight hours of the statement's circulation to the board, on the board's website, or, if the board does not have a website, on an appropriate state or county
website. (i) Communications, interactions, discussions, investigations, and presentations
described in this section are not meetings for purposes of this part. [L 1996,
c 267, §2; am L 2005, c 84, §1; am L 2012, c 177, §1; am L 2022, c 264, §3]
§92-3 Open meetings. Every meeting of all boards shall be open to the public and
all persons shall be permitted to attend any meeting unless otherwise provided in
the state constitution or as closed pursuant to sections 92-4 and 92-5; provided that
the removal of any person or persons who wilfully disrupts a meeting to prevent
and compromise the conduct of the meeting shall not be prohibited. The boards
shall afford all interested persons an opportunity to submit data, views, or
arguments, in writing, on any agenda item. The boards shall also afford all interested persons an opportunity to present oral testimony on any agenda item; provided that the oral testimonies of interested persons shall not be limited to the beginning of a board’s agenda or meeting. The boards may provide for reasonable administration of oral testimony by rule. [L 1975, c 166, pt of § 1; am L 1985, c 278, §1; am L 2022, c 264, §4] §92-3.1 Limited meetings.
(a) If a board determines that it is necessary to meet at a location that is dangerous to health or safety, or if a board determines that it is necessary to conduct an on-site inspection of a location that is related to the board’s business at which public attendance is not practicable, and the director of the office of information practices concurs, the board may hold a limited meeting at that location that shall not be open to the public; provided that at a regular meeting of the board prior to the limited meeting:
(1) The board determines, after sufficient public deliberation, that it is
necessary to hold the limited meeting and specifies that the location is
dangerous to health or safety or that the on-site inspection is necessary
and public attendance is impracticable;
(2) Two-thirds of all members to which the board is entitled vote to adopt
the determinations required by paragraph (1); and
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(3) Notice of the limited meeting is provided in accordance with section 92-7. (b) A county council may hold a limited meeting that is open to the public, as the guest of a board or community group holding its own meeting, and the council shall not be required to have a quorum of members in attendance or accept oral testimony; provided that: (1) Notice of the limited meeting shall be provided in accordance with
section 92-7, shall indicate the board or community group whose
meeting the council is attending, and shall not be required to include
an agenda;
(2) If the board or community group whose meeting the council is
attending is subject to part I, chapter 92, then that board or community
group shall comply with the notice, agenda, testimony, minutes, and
other requirements of part I, chapter 92;
(3) No more than one limited meeting per month shall be held by a county council for any one board or community group; (4) No limited meetings shall be held outside the State; and
(5) Limited meetings shall not be used to circumvent the purpose of part I, chapter 92.
(c) At all limited meetings, the board shall:
(1) Videotape the meeting, unless the requirement is waived by the
director of the office of information practices, and comply with all
requirements of section 92-9;
(2) Make the videotape available at the next regular meeting; and
(3) Make no decisions at the meeting.
(d) Each county council shall submit an annual report to the legislature no later
than twenty days prior to the convening of each regular session on the
effectiveness and application of limited meeting procedures provided in
subsection (b), including any recommendations or proposed legislation. [L
1995, c 212, §1; am L 2008, c20, §1; am L 2014, c 221, §2; am L 2016, c 56, §1, 2] §92-3.5 In-person meeting at multiple sites by interactive conference technology; notice; quorum. (a) A board may hold an in-person meeting at multiple meeting sites connected
by interactive conference technology; provided that the interactive
conference technology used by the board allows audio or audiovisual
interaction among all members of the board participating in the meeting and
all members of the public attending the meeting, and the notice required by
section 92-7 identifies all of the locations where participating board members
will be physically present and indicates that members of the public may join
board members at any of the identified locations. The board may provide
additional locations open for public participation but where no participating board members will be physically present. The notice required by section 92-7 shall list any additional locations open for public participation but where no participating board members will be physically present and specify, in the event one of those additional locations loses its audio connection to the
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meeting, whether the meeting will continue without that location or will be automatically recessed to restore communication as provided in subsection (c). (b) Any board member participating in a meeting by interactive conference technology under this section shall be considered present at the meeting for the purpose of determining compliance with the quorum and voting requirements of the board.
(c) A meeting held by interactive conference technology under this section shall
be automatically recessed for up to thirty minutes to restore communication
when audio communication cannot be maintained with all locations where
the meeting by interactive technology is being held, even if a quorum of the
board is physically present in one location. The meeting may reconvene
when either audio or audiovisual communication is restored. Within fifteen
minutes after audio-only communication is established, copies of
nonconfidential visual aids that are required by or brought to the meeting by board members or as part of a scheduled presentation shall be made available either by posting on the Internet or by other means to all meeting participants, and those agenda items for which visual aids are not available for all participants at all meeting locations shall not be acted upon at the meeting. If it is not possible to reconvene the meeting as provided in this subsection within thirty minutes after an interruption to communication, and
the board has not provided reasonable notice to the public as to how the
meeting will be continued at an alternative date and time, then the meeting
shall be automatically terminated.
(d) Notwithstanding the other provisions of this section to the contrary, a board
member with a disability that limits or impairs the member’s ability to
physically attend the meeting may participate in a board meeting from a
location not accessible to the public; provided that the member with a
disability is connected to other members of the board and the public by both
visual and audio means, and the member identifies where the member is located and who, if anyone, is present at that location with the member. [L 1994, c 121, §1; am L 2000, c 284, §2; am L 2006, c 152, §1; am L 2012, c 202, §2; am L 2021, c 220, §4] §92-3.7 Remote meeting by interactive conference technology; notice; quorum. (a) A board may hold a remote meeting by interactive conference technology; provided that the interactive conference technology used by the board allows audiovisual interaction among all members of the board participating in the meeting and all members of the public attending the meeting, except as otherwise provided under this section; provided further that there is at least one meeting location that is open to the public and has an audiovisual connection. A board holding a remote meeting pursuant to this section shall
not be required to allow members of the public to join board members in person at nonpublic locations where board members are physically present or to identify those locations in the notice required by section 92-7; provided that at the meeting, each board member shall state the name of any person eighteen years of age or older who is present at the nonpublic
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location with the member; provided further that the name of a person under the age of eighteen years shall be stated if the person has a personal business, property, or financial interest on any issue before the board at the meeting. The notice required by section 92-7 shall:
(l) List at least one meeting location that is open to the public that shall have an audiovisual connection; and
(2) Inform members of the public how to contemporaneously: (A) Remotely view the video and audio of the meeting through
internet streaming or other means; and (B) Provide remote oral testimony in a manner that allows board
members and other meeting participants to hear the testimony, whether through an internet link, a telephone conference, or other means. The board may provide additional locations open for public participation. The notice required by section 92-7 shall list any additional locations open for public participation and specify, in the event an additional location loses its audiovisual connection to the remote meeting, whether the meeting will continue without that location or will be automatically recessed to restore communication as provided in subsection (c). (b) For a remote meeting held by interactive conference technology pursuant to this section: (l) The interactive conference technology used by the board shall allow interaction among all members of the board participating in the meeting and all members of the public attending the meeting; (2) Except as provided in subsections (c) and (d), a quorum of board members participating in the meeting shall be visible and audible to other members and the public during the meeting; provided that no other meeting participants shall be required to be visible during the meeting; (3) Any board member participating in a meeting by interactive conference technology shall be considered present at the meeting for
the purpose of determining compliance with the quorum and voting requirements of the board;
(4) At the start of the meeting the presiding officer shall announce the names of the participating members;
(5) All votes shall be conducted by roll call unless unanimous; and (6) When practicable, boards shall record meetings open to the public and make the recording of any meeting electronically available to the public as soon as practicable after a meeting and until a time as the minutes required by section 92-9 are electronically posted on the board's website. (c) A meeting held by interactive conference technology shall be automatically recessed for up to thirty minutes to restore communication when audiovisual communication cannot be maintained with all members participating in the meeting or with the public location identified in the board's notice pursuant to subsection (a)(l) or with the remote public broadcast identified in the board's notice pursuant to subsection (a)(2)(A). This subsection shall not apply based on the inability of a member of the public to maintain an audiovisual connection to the remote public broadcast,
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unless the remote public broadcast itself is not transmitting an audiovisual link to the meeting. The meeting may reconvene when either audiovisual communication is restored, or audio-only communication is established after an unsuccessful attempt to restore audiovisual communication, but
only if the board has provided reasonable notice to the public as to how to access the reconvened meeting after an interruption to communication. If audio-only communication is established, then each speaker shall be required to state their name before making their remarks. Within fifteen minutes after audio-only communication is established, copies of nonconfidential visual aids that are required by or brought to the meeting by
board members or as part of a scheduled presentation shall be made available either by posting on the Internet or by other means to all meeting participants, including those participating remotely, and those agenda items for which visual aids are not available for all participants shall not be acted
upon at the meeting. If it is not possible to reconvene the meeting as provided in this subsection within thirty minutes after an interruption to
communication and the board has not provided reasonable notice to the public as to how the meeting will be continued at an alternative date and time, then the meeting shall be automatically terminated. (d) During executive meetings from which the public has been excluded, board
members shall be audible to other authorized participants but shall not be
required to be visible. To preserve the executive nature of any portion of a
meeting closed to the public, the presiding officer shall publicly state the
names and titles of all authorized participants, and, upon convening the
executive session, all participants shall confirm to the presiding officer that
no unauthorized person is present or able to hear them at their remote
locations or via another audio or audiovisual connection. The person
organizing the interactive conference technology shall confirm that no unauthorized person has access to the executive meeting as indicated on the control panels of the interactive conference technology being used for the meeting, if applicable. [L 2021, c 220, §2; am L 2022, c 177, § 2] §92-4 Executive meetings. A board may hold an executive meeting closed to the public upon an affirmative vote, taken at an open meeting, of two-thirds of the members present; provided the affirmative vote constitutes a majority of the members to which the board is entitled. A meeting closed to the public shall be limited to matters exempted by section 92-5. The reason for holding such a meeting shall be publicly announced and the vote of each member on the question of holding a meeting closed to the public shall be recorded, and entered into the minutes of the meeting. [L 1975, c 166, pt of §1; am L 1985, c 278, §2] §92-5 Exceptions.
(a) A board may hold a meeting closed to the public pursuant to section 92-4 for
one or more of the following purposes:
(1) To consider and evaluate personal information relating to individuals
applying for professional or vocational licenses cited in section 26-9 or both; (2) To consider the hire, evaluation, dismissal, or discipline of an officer or
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employee or of charges brought against the officer or employee, where consideration of matters affecting privacy will be involved; provided that if the individual concerned requests an open meeting, an open meeting shall be held; (3) To deliberate concerning the authority of persons designated by the board to conduct labor negotiations or to negotiate the acquisition of public property, or during the conduct of such negotiations; (4) To consult with the board’s attorney on questions and issues
pertaining to the board’s powers, duties, privileges, immunities, and liabilities; (5) To investigate proceedings regarding criminal misconduct; (6) To consider sensitive matters related to public safety or security; (7) To consider matters relating to the solicitation and acceptance of private donations; and (8) To deliberate or make a decision upon a matter that requires the consideration of information that must be kept confidential pursuant to a state or federal law, or a court order.
(b) In no instance shall the board make a decision or deliberate toward a decision
in an executive meeting on matters not directly related to the purposes
specified in subsection (a). No informal gathering, permitted interaction, or
electronic communication shall be used to circumvent the spirit or
requirements of this part to make a decision or to deliberate toward a
decision upon a matter over which the board has supervision, control,
jurisdiction, or advisory power. [L 1975, c 166, pt of §1; am L 1985, c 278,
§3; gen ch 1985; am L 1996, c 267, §3; am L 1998, c 48, §1; am L 1999, c
49, §1; am L 2022, c 264, §5]
§92-6 Judicial branch, quasi-judicial boards and investigatory
functions; applicability. (a) This part shall not apply:
(1) To the judicial branch.
(2) To adjudicatory functions exercised by a board and governed by
sections 91-8 and 91-9, or authorized by other sections of the Hawaii
Revised Statutes. In the application of this subsection, boards
exercising adjudicatory functions include, but are not limited to, the
following:
(A) Hawaii labor relations board, chapters 89 and 377;
(B) Labor and industrial relations appeals board, chapter 371;
(C) Hawaii paroling authority, chapter 353;
(D) Civil service commission, chapter 26;
(E) Board of trustees, employees’ retirement system of the State of Hawaii, chapter 88;
(F) Crime victim compensation commission, chapter 351; and (G) State ethics commission, chapter 84.
(b) Notwithstanding provisions in this section to the contrary, this part shall
apply to require open deliberation of the adjudicatory functions of the land use commission. [L 1975, c 166, pt of §1; am L 1976, c 92, §8; am L
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1985, c 251, §11; am L 1998, c 240, §6] §92-7 Notice. (a) The board shall give written public notice of any regular, special, emergency, or rescheduled meeting, or any executive meeting when anticipated in advance. The notice shall include an agenda that lists all of the items to be considered at the forthcoming meeting; the date, time, and place of the meeting; the board's electronic and postal contact information for submission of testimony before the meeting; instructions on how to request an auxiliary aid or service or an accommodation due to a disability, including a response deadline, if one is provided, that is reasonable; and in the case of an executive meeting the purpose shall be stated. If an item to be considered is the proposed adoption, amendment, or repeal of administrative rules, an agenda meets the requirements for public notice pursuant to this section if it contains a statement on the topic of the proposed rules or a general description of the subjects involved, as described in section 91-3(a)(1)(A),
and a statement of when and where the proposed rules may be viewed in person and on the Internet as provided in section 91-2.6. The means specified by this section shall be the only means required for giving notice under this part notwithstanding any law to the contrary. (b) No less than six calendar days prior to the meeting, the board shall post the notice on an electronic calendar on a website maintained by the State or the
appropriate county and post a notice in the board’s office for public inspection. The notice shall also be posted at the site of the meeting whenever feasible. The board shall file a copy of the notice with the office of the lieutenant governor or the appropriate county clerk’s office and retain a
copy of proof of filing the notice, and the office of the lieutenant governor or the appropriate clerk’s office shall timely post paper or electronic copies of
all meeting notices in a central location in a public building; provided that a failure to do so by the board, the office of the lieutenant governor, or the appropriate county clerk’s office shall not require cancellation of the meeting. The copy of the notice to be provided to the office of the lieutenant
governor or the appropriate county clerk's office may be provided via electronic mail to an electronic mail address designated by the office of the
lieutenant governor or the appropriate county clerk's office, as applicable. (c) If the written public notice is electronically posted on an electronic calendar
less than six calendar days before the meeting, the meeting shall be canceled as a matter of law and shall not be held. The chairperson or the director shall
ensure that a notice canceling the meeting is posted at the place of the meeting. If there is a dispute as to whether a notice was timely posted on an electronic calendar maintained by the State or appropriate county, a printout of the electronic time-stamped agenda shall be conclusive evidence of the
electronic posting date. The board shall provide a copy of the time-stamped record upon request.
(d) No board shall change the agenda, less than six calendar days prior to the meeting, by adding items thereto without a two-thirds recorded vote of all
members to which the board is entitled; provided that no item shall be added to the agenda if it is of reasonably major importance and action thereon by
the board will affect a significant number of persons. Items of reasonably
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major importance not decided at a scheduled meeting shall be considered only at a meeting continued to a reasonable day and time.
(e) The board shall maintain a list of names and postal or electronic mail addresses of persons who request notification of meetings and shall mail or electronically mail a copy of the notice to the persons by the means chosen by the persons at their last recorded postal or electronic mail address no later than the time the agenda is required to be electronically posted under subsection (b). [L 1975, c 166, pt of §1; am L 1976, c 212, §2; am L 1984, c 271, §1; am L 1985, c 278, §4; am L 1995, c 13, §2; am L 2012, c 177, §2; am L 2014, c 68, §1; am L 2017, c 64, §2; am L 2018, c 63, §1; am L 2019, c 244, §2; am L 2021, c 220, §5]
§92-7.5 Board packet; filing; public inspection; notice. At the time the board
packet is distributed to the board members, but no later than forty-eight hours before
the meeting time, the board shall also make the board packet available for public
inspection in the board’s office; provided that nothing in this section shall require
creation of a board packet. The board shall provide notice to persons requesting
notification of meetings pursuant to section 92-7(e) that the board packet is
available for inspection in the board’s office and shall provide reasonably prompt access to the board packet to any person upon request. The board is not required to mail board packets. As soon as practicable, the board shall accommodate requests for electronic access to the board packet. For purposes of this section, “board packet” means documents that are compiled by the board and distributed to board members before a meeting for use at that meeting, to the extent the documents are public under chapter 92F; provided that
this section shall not require disclosure of executive session minutes, license
applications, or other records for which the board cannot reasonably complete its
redaction of nonpublic information in the time available before the public inspection
required by this section. [L 2017, c 64, §1; am L 2022, c 264, §6]
§92-8 Emergency meetings.
(a) If a board finds that an imminent peril to the public health, safety, or welfare
requires a meeting in less time than is provided for in section 92-7, the board
may hold an emergency meeting provided that: (1) The board states in writing the reasons for its findings;
(2) Two-thirds of all members to which the board is entitled agree that the findings are correct and an emergency exists; (3) An emergency agenda and the findings are electronically posted pursuant to section 92-7(b), filed with the office of the lieutenant
governor or the appropriate county clerk’s office, and posted in the board’s office; provided further that the six calendar day requirement
for filing and electronic posting shall not apply; and
(4) Persons requesting notification on a regular basis are contacted by postal or electronic mail or telephone as soon as practicable. (b) If an unanticipated event requires a board to take action on a matter over which it has supervision, control, jurisdiction, or advisory power, with less time than is provided for in section 92-7 to notice and convene a meeting of the board, the board may hold an emergency meeting to deliberate and decide whether and
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how to act in response to the unanticipated event; provided that:
(1) The board states in writing the reasons for its finding that an unanticipated event has occurred and that an emergency meeting is necessary and the attorney general concurs that the conditions necessary for an emergency meeting under this subsection exist; (2) Two-thirds of all members to which the board is entitled agree that the conditions necessary for an emergency meeting under this subsection exist; (3) The finding that an unanticipated event has occurred and that an emergency meeting is necessary and the agenda for the emergency
meeting under this subsection are electronically posted pursuant to
section 92-7(b), filed with the office of the lieutenant governor or
the appropriate county clerk’s office, and posted in the board’s
office; provided further that the six calendar day requirement for
filing and electronic posting shall not apply;
(4) Persons requesting notification on a regular basis are contacted by
postal or electronic mail or telephone as soon as practicable; and (5) The board limits its action to only that action which must be taken on or before the date that a meeting would have been held, had the board noticed the meeting pursuant to section 92-7. (c) For purposes of this part, an “unanticipated event” means: (1) An event which members of the board did not have sufficient advance
knowledge of or reasonably could not have known about from
information published by the media or information generally available
in the community;
(2) A deadline established by a legislative body, a court, or a federal, state,
or county agency beyond the control of a board; or
(3) A consequence of an event for which reasonably informed and knowledgeable board members could not have taken all necessary action. [L 1975, c 166, pt of §1; am L 1996, c 267, §4; am L 2017, c 64 §3; am L 2019, c 244 §3]
§92-9 Minutes.
(a) The board shall keep written or recorded minutes of all meetings. Unless otherwise required by law, neither a full transcript nor a recording of the meeting is required, but the minutes shall give a true reflection of the matters discussed at the meeting and the views of the participants. Written minutes shall include, but need not be limited to: (1) The date, time and place of the meeting;
(2) The members of the board recorded as either present or absent; (3) The substance of all matters proposed, discussed, or decided; and a record, by individual member, of any votes taken; and (4) Any other information that any member of the board requests be included or reflected in the minutes. (b) The minutes shall be made available to the public by posting on the board’s website or, if the board does not have a website, on an appropriate state or county website within forty days after the meeting except where such disclosure would be inconsistent with section 92-5; provided that minutes of
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executive meetings may be withheld so long as their publication would defeat the lawful purpose of the executive meeting, but no longer. A written summary shall accompany any minutes that are posted in a digital or analog recording format and shall include: (1) The date, time, and place of the meeting; (2) The members of the board recorded as either present or absent, and the times when individual members entered or left the meeting; (3) A record, by individual member, of motions and votes made by the board; and (4) A time stamp or other reference indicating when in the recording the
board began discussion of each agenda item and when motions and votes were made by the board.
(c) All or any part of a meeting, of a board may be recorded by any person in attendance by any means of reproduction, except when a meeting is closed pursuant to section 92-4; provided the recording does not actively interfere
with the conduct of the meeting. [L 1975, c 166, pt of §1; am L 2017, c 64, §4]
§92-10 Legislative branch; applicability. Notwithstanding any provisions contained in this chapter to the contrary, open meeting requirements, and provisions regarding enforcement, penalties and sanctions, as they are to relate to the state legislature or to any of its members shall be such as shall be from time to time
prescribed by the respective rules and procedures of the senate and the house
of representatives, which rules and procedures shall take precedence over this part.
Similarly, provisions relating to notice, agenda and minutes of meetings, and such
other requirements as may be necessary, shall also be governed by the respective
rules and procedures of the senate and the house of representatives. [L 1975, c 166,
pt of §1]
§92-11 Voidability. Any final action taken in violation of sections 92-3 and 92-7
may be voidable upon proof of violation. A suit to void any final action shall be
commenced within ninety days of the action. [L 1975, c 166, pt of §1; am L 2005,
c 84, §2] §92-12 Enforcement. (a) The attorney general and the prosecuting attorney shall enforce this part. (b) The circuit courts of the State shall have jurisdiction to enforce the provisions of this part by injunction or other appropriate remedy.
(c) Any person may commence a suit in the circuit court of the circuit in which a
prohibited act occurs for the purpose of requiring compliance with or
preventing violations of this part or to determine the applicability of this part to
discussions or decisions of the public body. The court may order payment of
reasonable attorney’s fees and costs to the prevailing party in a suit brought
under this section.
(d) Opinions and rulings of the office of information practices shall be admissible
in an action brought under this part and shall be considered as precedent unless
found to be palpably erroneous.
(e) The proceedings for review shall not stay the enforcement of any agency
Communication Number 2022-18
14 Unofficial Sunshine Law with Act 220 amendments (posted 08/22/2022)
decisions; but the reviewing court may order a stay if the following criteria have been met:
(1) There is likelihood that the party bringing the action will prevail on the merits; (2) Irreparable damage will result if a stay is not ordered; (3) No irreparable damage to the public will result from the stay order; and (4) Public interest will be served by the stay order. [L 1975, c 166, pt of §1; am L 1985, c 278, §5; am L 2012, c 176, §3]
§92-13 Penalties. Any person who wilfully violates any provisions of this
part shall be guilty of a misdemeanor, and upon conviction, may be summarily
removed from the board unless otherwise provided by law. [L 1975, c 166, pt of §1]
Communication Number 2022-18
Communication Number 2022-18
County of Hawai‘i
Board of Ethics
Communication Number 2022-18
TABLE OF CONTENTS
INTRODUCTION ............................................................................................ 3
APPLICABILITY ............................................................................................ 4
GIFTS .............................................................................................................. 4
CONFIDENTIAL INFORMATION ................................................................. 4
FAIR TREATMENT ........................................................................................ 4
CONFLICTS OF INTEREST ........................................................................... 5
PROHIBITED ACQUISITION ........................................................................ 6
ASSISTANCE BEFORE COUNTY AGENCIES ............................................. 6
PUBLIC CONTRACTS ................................................................................... 6
RESTRICTIONS ON POST EMPLOYMENT ................................................. 6
FINANCIAL DISCLOSURES ......................................................................... 7
WHEN TO FILE A DISCLOSURE .................................................................. 8
PENALTIES FOR FAILURE TO FILE A DISCLOSURE ............................... 8
ADVISORY OPINIONS .................................................................................. 8
REFERRAL TO AUTHORITY FOR DISCIPLINARY ACTION….…………..9
AN ETHICS CHECKLIST ............................................................................... 9
Communication Number 2022-18
INTRODUCTION
The Hawai'i County Charter's Article XIV established a Code of Ethics which is codified in
Article 15 of the Hawai'i County Code. The Ethics Code provides standards of conduct for
County officers and employees. This includes elected officials, appointed department heads and
members of boards and commissions as well as regular civil service and non-civil service
employees.
This guide is designed to give you a quick overview of the County's Ethics Code provisions. It is
not intended as a comprehensive explanation of what is or what is not a permissible activity by
County employees. Whenever in doubt, please seek an opinion from the Hawai'i County Board
of Ethics.
You may contact the Board of Ethics through the Office of the Corporation Counsel at 961-8251
for samples of a request for an opinion, or for copies of Article 15, the Hawai'i County Ethics
Code.
Communication Number 2022-18
APPLICABILITY
The Hawai'i County Ethics Code, Article 15, Sections 2-79 through 2-91.6, applies to you if you
are a County officer or employee. Officers include the Mayor, members of the Council, and any
person elected or appointed as administrative head, deputy or division chief of any agency of the
County, or appointed as a member of any board or commission provided for in the Charter. An
employee is anyone (other than an officer) who is employed by the County or any County
agency, but does not include independent contractors. Hawai'i County Charter Section 13-1.
GIFTS
You may not solicit or accept a gift under any circumstance in which it can reasonably be
inferred that the gift is intended to influence you, as an officer or employee, in the performance
of your duties or intended as a reward for any official action on your part. Hawai'i County Code
(HCC) Section 2-91.1.4.
You must file a gifts disclosure statement with the Board of Ethics on June 30 of each year if:
1) You, a spouse or dependent child receives from one source any gift or gifts whose
aggregate value exceeds $100; and
2) The source of the gift(s) has interests that may be affected by official action that you take;
and
3) The gift is not exempted by the Code from the reporting requirements. HCC Section 2-
91.5(a).
CONFIDENTIAL INFORMATION
You may not disclose or use confidential information acquired in the course of your employment
for your personal gain or the benefit of others. HCC Section 2-91.6.
FAIR TREATMENT
You may not use your County position to secure or grant unwarranted privileges, exemptions,
advantages, contracts, or treatment, for yourself or others. HCC Section 2-83.
NOTE: Pursuant to the Hawai'i County Charter, Section 13-10, you may not appoint,
employ, promote or advance an individual who is a relative of yours to any office or
position under your supervision. A relative is defined as a father, mother, son, daughter,
brother, sister, uncle, aunt, first cousin, nephew, niece, husband, wife, father-in-law,
mother-in-law, step-father, step-mother, step-son, step-brother, step-daughter, step-
sister, half-brother, or half-sister.
You may not seek other employment or contracts by use of your government position. HCC
Section 2-83(b)(l).
Communication Number 2022-18
You may not solicit or receive other compensation for performance of your government duties
except as provided by law. HCC Section 2-83(b)(2).
You may not use County time, equipment, or other facilities for private business or campaign
purposes. HCC Section 2-83(b)(3).
Examples of Prohibited Campaign Activities: Prohibited campaign activities include
performing campaign activities on County time; producing campaign literature or materials with
County equipment or County supplies; and distributing or selling fundraiser tickets or soliciting
campaign assistance at County offices. You should not attend a campaign event in a County
vehicle. However, County facilities that are available to the public for use may be used for
political activities on the same basis as the facilities are available to the general public.
Examples of Prohibited Private, Personal, or Business Activities: Prohibited private,
personal, or business uses include use of County computers, email, tools, supplies, personnel or
other resources. This includes things like mailing out a letter requesting donations for a
non-profit organization, as this would be included in the definition of "private business."
Similarly, using a County vehicle for a purely social or personal purpose would be prohibited.
Use of County equipment to repair your vehicle or house is prohibited.
Exceptions: Occasional, incidental, reasonable personal use may be allowed. As an example,
you may use your phone to check in with your spouse or children, and make medical, home and
automobile repair and similar appointments. Whenever possible, do this before or after your
work hours or during lunch or other authorized breaks. If calls are made during your normal
work hours, keep the communications infrequent and short. You may not incur any long distance
tolls or other usage fees chargeable to the County-you must use toll-free numbers or charge the
communications or access fees to your personal credit card.
REMEMBER: Reasonable personal use does not extend to personal communications to
solicit business, advertise, or engage in other selling activities in support of private
business enterprises, fundraising activities (other than those supported by the County), or
any other use that is incompatible with public service.
CONFLICTS OF INTEREST
Disqualification: You must disqualify yourself from taking any official action directly affecting
a business or undertaking in which you have a substantial financial interest. HCC Section 2-
84(a).
Generally, a conflict of interest occurs when your personal or financial interests could interfere
with carrying out your duty to the public. Specifically, you must disqualify yourself from taking
any official action directly affecting a business or matter in which you, your brother or sister, a
parent, a child or household member has a substantial financial interest.
Exceptions: These provisions do not apply to a department head who cannot disqualify himself
and who had filed the required public disclosure requirement of HCC Section 2-91.1. It also has
Communication Number 2022-18
limited application to members of boards and commissions that are mandated by law to have
particular qualifications.
The rule does not prohibit officers from introducing bills and resolutions, serving on committees
or from making statements or taking action in the exercise of the officer's legislative functions.
Officers are, however, required to file a full and public disclosure of the nature and extent of the
interest or transaction that the officer believes may be affected by legislative action. HCC
Section 2-83(c).
PROHIBITED ACQUISITION
You may not acquire a financial interest in a business if you have reason to believe that the
business may be directly involved in official action you would normally be expected to take in
your County position. HCC Section 2-84(b).
ASSISTANCE BEFORE COUNTY AGENCIES
You may not assist a business or person before a County agency for a contingent compensation.
HCC Section 2-84(c).
You may not assist or represent a business or person for compensation on a matter in which you
participated or will participate in your County capacity; you may not appear for compensation
before your employing agency or an agency or council on which you sit. HCC Section 2-84(d).
You may not assist or represent a business for compensation before any County agency if you
have official authority over the County agency unless you have complied with the disclosure
requirements of Section 2-91.1. HCC Section 2-84(e).
PUBLIC CONTRACTS
The County may not enter into a contract with you or a business in which you have a controlling
interest if the amount exceeds $10,000 unless the contract was awarded pursuant to competitive
sealed bids or proposals or the County has posted a notice of intent to award the contract and has
filed a copy of the notice with the Board of Ethics ten (10) days before the contract is awarded.
HCC Section 2-85(a).
The County Code states that a County agency may not enter into a contract with a person or
business represented by a person who has been an employee of the agency within the preceding
two (2) years and who participated in the subject matter of the contract. HCC Section 2-85(b).
RESTRICTIONS ON POST EMPLOYMENT
Communication Number 2022-18
After you have terminated your service with the County, the provisions of Section 2-91.2 of the
Hawai'i County Code will apply to you as follows:
1) You may not disclose or use confidential information gained during County employment
for your personal gain or the benefit of others. HCC Section 2-91.2(a).
2) You may not within twelve (12) months of termination of employment or term of office
assist and/or represent a person or business for compensation on matters in which you
participated as an officer or employee or on matters involving official action by the
agency or department you actually served while you were an officer or employee. HCC
Section 2-91.2(b).
The term "represent" means to engage in direct communication on behalf of any person or
business with a councilmember, a council employee, a particular County board, commission or
agency, or their employees.
Exception: Any County agency may contract with you to act on a matter on behalf of the
County; in the course of fulfilling such a contract, you may appear before any agency.
FINANCIAL DISCLOSURES
There are two types of financial disclosures: public and confidential.
Public Disclosures: All candidates for elective office, all elected officers, the administrative
heads of the County agencies and their first deputies, and the managing director and deputy
managing director are required to file public disclosures with the County Clerk. These
disclosures are public records and are available for inspection by the public during office hours
at the Office of the County Clerk. HCC 2-91.l(e).
Confidential Disclosures: Members of boards and commissions created by the Charter are
required to file a financial disclosure. Members of other boards and commissions which have
decision-making authority are also required to file. Members of boards and commissions that
only have advisory powers and are not created by the Charter do not have to file a disclosure.
Regulatory employees of the County are required to file.
Boards and Commissions Required to File Confidential Disclosures: Board of Appeals,
Board of Ethics, Cost of Government Commission, Environmental Management Commission,
Fire Board of Appeals, Fire Commission, Liquor Adjudication Board, Liquor Commission, Merit
Appeals Board, Pension Board, Planning Commission, Police Commission, Reapportionment
Commission, Salary Commission, Tax Board of Review, Transportation Commission, Water
Board, Workforce Investment Board.
Regulatory Employees Required to File Confidential Disclosures: buyers and purchasing
agents; supervisors of real property tax appraisers and real property tax appraisers with the
Finance Department; the Legislative Auditor; supervisors of investigators and investigators with
the Liquor Control Department; planners with the Planning Department; supervisors of
inspectors and inspectors with the Public Works Department; and supervisors of inspectors and
inspectors with the Water Supply Department.
Communication Number 2022-18
WHEN TO FILE A DISCLOSURE
Candidates for Office: All candidates for elective office for the County shall file a financial
disclosure within ten (10) days after the deadline for filing as a candidate for office.
Officers: All officers shall file a financial disclosure within twenty working days after taking the
oath of office. All officers are also required to file an annual disclosure on or before January 31
of each year until the end of the term of office.
Regulatory Employees: All regulatory employees shall file a disclosure on or before January 31
of each even-numbered year (2008, 2010, and 2012, for example). All persons who become
regulatory employees who have not previously filed a disclosure shall file the initial financial
disclosure within thirty (30) working days of commencement of employment or term of office.
Requirement to File a Disclosure Upon Leaving Office or Employment: Any officer or
regulatory employee of the County shall file a financial disclosure within ten working days
before an officer is to leave his office or a regulatory employee is to terminate his employment
with the County. This requirement applies even if transferring from the County to state or federal
employment, or transferring from a regulatory to a non-regulatory position within the County.
Forms and Where to File: Forms can be located on the County's website
(http://co.hawaii.hi.us), at the Office of the County Clerk, or at the Office of the Corporation
Counsel. Public disclosures are filed with the County Clerk. Confidential disclosures are filed
with the Board of Ethics, care of the Office of the Corporation Counsel.
PENALTIES FOR FAILURE TO FILE A DISCLOSURE
An officer or regulatory employee may be subject to discipline, including reprimand, probation,
demotion, suspension or discharge. HCC Section 2-91.
Candidates for office who fail to file a financial disclosure shall be guilty of a misdemeanor and
subject to a fine of $1,000 and imprisonment of one year. HCC Section 2-91.l(f) (2).
ADVISORY OPINIONS
Who May Request an Advisory Opinion?
Informal Advisory Opinion: Any County officer or employee may petition the Board of Ethics
for an informal advisory opinion concerning their own conduct by writing to the Board. Any
person or the Board itself may petition for an informal advisory opinion on an alleged violation
of the Code of Ethics by an officer or employee. All proceedings shall, upon the request of the
petitioner, be confidential, provided that the Board determines that personal matters affecting the
privacy of the petitioner are to be considered.
Formal Advisory Opinion: If an officer or employee fails to comply with an informal advisory
opinion, the Board may institute proceedings for a formal opinion.
Communication Number 2022-18
REFERRAL TO AUTHORITY FOR DISCIPLINARY ACTION
With respect to officers removable only by impeachment, if there is no compliance with a formal
opinion issued against an officer, the Board shall issue a complaint and refer the matter to the
Council.
With respect to employees and officers other than officers removable by impeachment, if there is
no compliance with a formal opinion, the Board shall issue a complaint and refer the matter to
the appointing authority for action.
AN ETHICS CHECKLIST
This is intended as a brief checklist that you can refer to when you are considering a proposed
action, activity, outside employment, or are given a gift. This checklist is substantially similar to
one published by the State Ethics Commission.
1. Gifts: Do not accept or solicit gifts unless you are sure of the application of the gifts
section of the Hawai'i County Ethics Code, Section 2-91.4
No officer or employee shall solicit, accept, or receive, directly or indirectly, any gift,
whether in the form of money, service, loan, travel, entertainment, hospitality, thing, or
promise or in any other form, under circumstances in which it be reasonably be inferred
that the gift is intended to influence the officer or employee in the performance of the
officer's or employee's official duties or is intended as a reward for any official action on
the officer's or employee's part.
2. Gifts Disclosure: If you receive more than $100 of legally acceptable gifts from a single
source between June 1 of one year and May 31 of the following year, check with your
office as to whether you need to file a gifts disclosure form.
3. Confidential Information: Do not disclose or use confidential information for your, or
anyone's, personal benefit.
4. Favoritism; Fair Treatment: Do not use, or attempt to use, your official position to give
yourself or anyone any preferential treatment or any unwarranted advantage.
5. Supplemental Compensation: Do not accept extra pay or anything of value in
conjunction with the performance of your official duties, unless provided for by law.
6. County Resources: Do not use County time, equipment (computers, email, etc.),
facilities, personnel, the County seal, office supplies or other County resources for non-
County related purposes or political campaigning.
7. Financial Transactions with Subordinates: Do not engage in substantial financial
transactions with subordinates, or persons or businesses you inspect or supervise. Check
with your office as to the meaning of "substantial," as the application of that term may be
different depending on the circumstances.
Communication Number 2022-18
8. Conflicts of Interest: Do not take official action if the action affects your financial
interests, or a business or undertaking in which you have a financial interest, unless you
are sure of the application of the Hawai'i County Ethics Code. The financial interests of a
spouse or dependent child are treated the same as your financial interests. Also, do not
take action affecting an undertaking in which you, in your private capacity, represent a
person or business.
NOTE: This section does not apply to Council members; instead, they are required to
make a full public disclosure of the nature and extent of the interest or transaction that
may be affected by legislative action.
9. Acquiring New Employment or Financial Interests: Do not accept new employment
or new financial interests without checking with the Board of Ethics, if the business or
undertaking you will work for, or have a financial interest in, may be subject to official
action by you.
NOTE: This section is stronger than state law, as council members are not excluded
from this provision, unlike state legislators who are excluded from the State Ethics Code
provision.
10. Contingent Compensation: Do not assist or represent a person or business before a
County agency for contingent compensation.
11. Representing or Assisting Persons or Businesses: Do not assist or represent a person or
business for compensation:
a) Before your own department or agency; or
b) On matters you have been officially involved in; or
c) On matters you will be officially involved in.
12. County Contracts:
a) If you contract with the County, or have a significant interest in a company that
contracts with the County, make sure the contract is awarded in accordance with
HCC Section 2-85.
b) Check with the Board of Ethics before privately assisting or representing a person
or business trying to obtain a County contract, if you have been involved officially
with the contract or its subject matter.
13. Financial Interests Disclosure Statement: File this statement at the appropriate times if
required by the position you hold in County government.
14. Post Employment: After leaving your County agency or department:
a) Do not disclose confidential information or use such information for your, or
anyone's, personal benefit;
Communication Number 2022-18
b) For one year, do not personally represent any person or business for compensation
on matters before your former agency or department unless you are sure of the
application of the Hawai'i County Ethics Code; and
c) For one year, do not personally represent a person or business for compensation
regarding matters you have participated in officially.
Communication Number 2022-18
‘Ōpelu ha‘alili i ke kai.
‘Ōpelu that make the sea ripple.
Said of active, quick-moving people.
HAWAI‘IISLAND
DESTINATION MANAGEMENT
ACTION PLAN 2021–2023
Communication Number 2022-19
Contents
2 I. INTRODUCTION 9 Situation Analysis Summary
2 Purpose of the Plan 9 Strengths
4 Formation of the DMAP 10 Weaknesses
5 Implementation Framework 11 Opportunities
6 II.OVERVIEW OF TOURISM IN HAWAI‘I 12 Threats
6 Overall Trends 14 III.VISION FOR TOURISM ON
7 Tourism Forecast HAWAI‘I ISLAND
7 Resident Sentiment 15 IV.GOAL
8 Tourism on Hawai‘i Island 15 V.OBJECTIVES
8 Visitor Statistics 16 VI.ACTIONS
8 2019 Hawai‘i Island Vistor Satisfaction 25 VII.TOURISM HOTSPOTS
8 2019 Resident Sentiment
8 Jobs 26 Acknowledgement
8 Visitor Accommodations 28 Glossary
29 Sources
ON THE COVER This ‘ōlelo no‘eau speaks to the art of ‘ōpelu fishing. Like the holili schools of
‘ōpelu, fishermen look for the ripples on the ocean, but the real work is hidden and unseen.
‘Ōlelo No‘eau—Hawai‘i Proverbs & Poetical Sayings by Mary Kawena Pukui, Number 2532
1
Communication Number 2022-19
I. Introduction
PURPOSE OF THE PLAN
In 2019, the Hawaiian Islands received a record high of 10.4 million visitors.
While this brought in $17.75 billion in total visitor spending to Hawai‘i’s
businesses, $2.07 billion in taxes generated, and supported 216,000 jobs
statewide, it has also put pressure on some of our destinations and communities.
This situation is not unique to Hawai‘i. Other popular destinations—from
Venice, Italy to Machu Picchu, Peru, to Kyoto, Japan—also felt the negative efects
of tourism, which not only impact the residents’ quality of life but also the quality
of the visitor experience.
2
Communication Number 2022-19
3
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
The Hawai‘i Tourism Authority (HTA), in partnership
with the counties and the respective visitor bureaus,
developed community-based Destination Manage-
ment Action Plans (DMAPs) that aim to rebuild,
redefne and reset the direction of tourism over a
three-year period. The focus is on stabilization, recov-
ery, and rebuilding to the desired visitor industry
for each island. The actions put forth in the DMAPs
are guided by an island-based Steering Committee
for each island, and includes a collaborative process
which encourages participation and vital input from
the community, visitor industry and other sectors.
The DMAPs identify areas of need as well as action-
able solutions for enhancing the residents’ quality
of life and improving the visitor experience across
the islands.
HTA’s 2020–2025 Strategic Plan is organized
around four interacting pillars—Natural
Resources, Hawaiian Culture, Community,
and Brand Marketing, with more emphasis
on addressing tourism impacts and greater
destination management. In it, HTA defned
Destination Management to include:
• attracting and educating responsible
visitors;
• advocating for solutions to overcrowded
attractions, overtaxed infrastructure, and
other tourism-related problems; and
• working with other responsible agencies to
improve natural and cultural assets valued
by both Hawai‘i residents and visitors.
The DMAP initiative is a part of HTA’s strategic vision
and plan to manage Hawai‘i tourism in a responsible
and regenerative manner.
The idea of “regenerative tourism” has gained momen-
tum in 2020, especially as the global COVID-19
pandemic has made people more aware of tourism’s
opportunities and vulnerabilities. What is regen-
erative tourism? About 15 years ago, the model for
“sustainable tourism” was instituted, built on tourism
that was environmentally friendly, culturally sensitive
and had less impact than high numbers of visitors.
Regenerative tourism takes sustainability one step
further and focuses on the net beneft of the visitor
economy to a destination, looking at the social and
cultural benefits. “Regenerative tourism is bolder
and more inspiring. It aims not just to do less harm,
but to go on and restore the harm that our system has
already done to the natural world, and by using nature’s
principles, to create the conditions of life to fourish. It
views wholes and not parts, and is a very diferent way
of looking at the world.” (Anna Pollock, international
tourism consultant and founder of Conscious Travel)
Many of the actions in this plan take a regenerative
tourism approach.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Oversight by
Hawai‘i Tourism Authority (HTA)
Partnership with
County, Dept. of Research & Development and Island of Hawai‘i Visitors Bureau
Guided by a Steering Committee for the island
Input from island's community
FORMATION OF THE DMAP
The process of the development of the Hawai‘i Island
DMAP started in July 2020 with HTA and the County
of Hawai‘i building of of the 2020 Hawai‘i Island
Tourism Strategic Plan (TSP) process. Together, HTA
and the county developed a list of Hawai‘i Island resi-
dents who not only represented the visitor industry
sectors (hotel, attractions, activities), diferent busi-
ness sectors (e.g. agriculture, retail), the community
(e.g. Hawaiian culture, education), and other nonproft
organizations, but also the communities that they live
in. Invitations were sent, and 19 members volunteered
their time to participate on the Hawai‘i Island Steering
Committee. Also fundamental to the DMAP process
were the 38 members who have been volunteering
their time to serve on the Hawai‘i Island TSP Action
Cohorts (see Acknowledgement section).
At the frst Steering Committee virtual meeting, the
members reviewed HTA’s Strategic Plan in addition
to the 2020 Hawai‘i Island TSP, including HTA’s key
performance indicators and four pillars, as well as the
county’s tourism goals. These two plans are the foun-
dation of the Hawai‘i Island DMAP. From there, the
Steering Committee and Hawai‘i Island TSP Action
Cohorts identifed and prioritized actions that built on
the Hawai‘i Island TSP. The actions were grouped, and
overarching actions and sub-actions were identifed.
They were presented to Hawai‘i Island residents at
two virtual public meetings via Zoom on November
17 and 23, 2020. The community was encouraged to
provide input at the virtual public meetings, as well as
through an online input form. The results to the online
input form can be found on HTA’s website.
On December 4, 2020, the Steering Committee gath-
ered virtually to review the high-priority sub-actions
under each of HTA’s pillars. The Steering Commit-
tee members, along with representatives from HTA
and the county, reviewed the proposed actions and,
where necessary, provided additional feedback and
clarifcation. The Steering Committee then met on
January 15, 2021 to critically examine destination
attributes valued only by residents, only by visi-
tors, and by both residents and visitors. They also
discussed the destination attributes that were at risk
or threatened. The Steering Committee brainstormed
actions—what to protect or mitigate, what to preserve
or grow, and where the gap can be closed or bridged
using the identifed actions from prior meetings—and
then developed new ones. On February 5, 2021, the
Steering Committee reviewed the updated refned
anchor actions. On February 12, 2021, the Steering
Committee selected the 10 anchor actions that the
DMAP would focus on. Employees of HTA, the county,
and the Island of Hawai‘i Visitors Bureau (IHVB)
reviewed the proposed sub-actions to verify they could
be done under their respective purviews. All of the
actions were developed by the Steering Committee
with input from the community.
Figure 1 Collaborative Process
4
Communication Number 2022-19
‘A‘ohe hana nui ke alu ‘ia.
“No task is too big when done together by all.”
‘ŌLELO NO‘EAU (HAWAIIAN PROVERB)
IMPLEMENTATION FRAMEWORK
Hawai‘i’s tourism industry is at a critical point and residents’ livelihoods depend on the recovery of the visitor
industry—whether directly or indirectly. Tourism needs to be managed responsibly so that the residents and
destination can thrive. HTA is leading many of the eforts in the Hawai‘i Island Destination Management Action
Plan. However, there needs to be collaboration and support of other state and county agencies, in addition to the
community, visitor industry and other sectors, to help move the actions forward. This three-year plan is a living
document that will be evaluated annually.
5
Communication Number 2022-19
6
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
II. Overview
of Tourism
in Hawai‘i
OVERALL TRENDS
Tourism has remained the primary economic driver
for Hawai‘i’s economy across all islands. In 2019,
tourism was 16.2% of Hawai‘i Gross Domestic Product
(GDP), second to real estate and rental and leasing at
18.8% of Hawai‘i GDP. Jobs in the tourism industry
accounted for 20% of total jobs in Hawai‘i while jobs in
the real estate and rental and leasing sector accounted
for 4.4% of total jobs. For the past eight years, the State
of Hawai‘i’s visitor industry sustained annual growth
in terms of arrivals and expenditures. In 2019, tour-
ism was the largest single source of private capital
for Hawai‘i’s economy. Total visitor spending reached
$17.84 billion (1.1% increase compared to 2018). Tour-
ism generated $2.08 billion in state tax revenue. A total
of 10,424,995 visitors came to the Hawaiian Islands
by either air service or cruise ship (5.4% increase
over 2018).
The visitor industry has provided steady employ-
ment opportunities and supported the development
of small businesses throughout the state. In 2019,
tourism supported 216,000 jobs throughout the state.
Hawai‘i experienced record arrivals over the past few
years with no signifcant increase in the number of
traditional lodging units (e.g., hotels and resorts).
However, unpermitted short-term rentals grew in
Hawai‘i’s neighborhoods.
Prior to the global COVID-19 pandemic, 2020 was
set to be another year of record growth for Hawai‘i.
However, the year ended with visitor arrivals down
73.8 percent to 2,716,195, with signifcantly fewer
arrivals by air service (-73.8% to 2,686,403) and by
cruise ship (-79.2% to 29,792). The average daily
census or the number of visitors in Hawai‘i on any
given day was 78,421 (68.3% decrease over 2019).
Compared to 2019, the average length of stay increased
by 21.5% to 10.57 days. This was a result of visitors
staying double-digit days during the state’s trans-Pa-
cifc 14-day quarantine requirement that started on
March 26, 2020. The state’s pre-travel testing program
started on October 15, 2020 as a way for travelers to
bypass the mandatory quarantine requirement.
Communication Number 2022-19
7
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
The majority of visitors to Hawai‘i arrive by air, and
thus air service to the islands is vital for Hawai‘i’s
tourism industry. Total air capacity (number of seats)
decreased 60.9 percent to 5,318,667 seats as a result
of a reduction in air service to Honolulu (-60.0% to
3,370,122 seats), Kahului (-61.9% to 1,102,166 seats),
Kona (-59.2% to 514,422 seats), Līhu‘e (-67.7% to
322,993 seats) and Hilo (-81.3% to 8,964 seats).
Sails on the Hawai‘i home-ported cruise ship, Norwe-
gian Cruise Line’s Pride of America, were suspended
since April 2020 and out-of-state cruise ships were
not permitted into the islands due to the Center for
Disease Control and Prevention’s (CDC) “No Sail
Order” from March 14 to October 29, 2020. There-
after, the CDC took a phased approach to resuming
passenger operations.
Hawai‘i’s unemployment rate increased from 2.6
percent in the frst quarter of 2020 to 20.3 percent in
the second quarter and then decreased to 13.9 percent
in the third quarter. The Hawai‘i Department of Busi-
ness, Economic Development & Tourism (DBEDT)
projects that for 2020 overall, the average annual
employment rate will be at 11.2 percent, then decrease
to 7.9 percent in 2021 and 7.1 percent in 2022. These
rates are signifcantly higher than Hawai‘i’s average
unemployment rate of 2.5% from 2017 to 2019.
TOURISM FORECAST
According to DBEDT’s 2020 fourth quarter Outlook
for the Economy, total visitor expenditures is fore-
casted to end the year at $5.11 billion (-71.4%) with 2.73
million visitor arrivals (-73.7%). Economists predict
that it will take a couple of years before Hawai‘i’s visi-
tor industry returns to previous levels.
RESIDENT SENTIMENT
HTA conducts an annual Resident Sentiment Survey
(RSS) to gauge resident attitudes toward tourism
in Hawai‘i and to identify perceived positive and
negative impacts of the visitor industry on residents.
Resident sentiment is important to maintain a
healthy industry. The 2019 RSS report showed that
resident sentiment had generally weakened compared
to the previous year. The report identifed that the visi-
tor industry’s impact on the resident’s overall quality of
life is essential to improving resident sentiment—the
balance of economic, social and cultural, and commu-
nity benefts from tourism. Furthermore, providing
residents with a voice in tourism development, creat-
ing jobs with opportunities for advancement, and
creating shopping, dining and entertainment oppor-
tunities are key to improving resident sentiment.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
TOURISM ON HAWAI‘I ISLAND feeling that “tourism has brought more benefts than
Visitor Statistics
According to HTA’s Tourism Research Division,
almost two million visitors came to Hawai‘i Island
in 2019 resulting in roughly 35,700 visitors (+1.9%)
on any given day based on the average daily census.
Provided that Hawai‘i Island’s resident population
was 200,980 in 2018 and grew by 1% then, on average,
visitors comprised of about 15% of all inhabitants on
the island in 2019. Total visitor spending was $2.315
billion. Half of the visitors stayed in hotels while
condominiums, timeshare resorts and vacation rentals
were also used. The majority of visitors were from the
U.S., followed by Japan and Canada.
The global COVID-19 pandemic signifcantly afected
visitor arrivals to Hawai‘i Island in 2020. Visitor
arrivals dropped 72.1 percent to 492,325 visitors. The
average length of stay grew 37.5 percent to 10.11 days.
The average daily census was 13,604 visitors, a decline
of 61.7 percent over the same period a year ago. There
were signifcantly fewer air seats (-59.2% to Ellison
Onizukua Kona International Airport at Keāhole and
-81.3% to Hilo International Airport from the domes-
tic market and -75.3% to Kona from the international
markets) year-over-year.
2019 Hawai‘i Island Visitor Satisfaction
According to HTA’s 2019 Visitor Satisfaction Report,
U.S. visitors rated their Hawai‘i Island visit “excel-
lent” and were likely to recommend the destination.
However, they expressed concerns about trafc, want-
ing to experience more local culture, and variety of
restaurants/dining options.
2019 Resident Sentiment
According to HTA’s 2019 Resident Sentiment Report,
residents felt that visitors were responsible for trafc,
showed no respect for culture/‘āina, contributed to
the cost of living, played a role in damaging the envi-
ronment, and also added to the issue of overcrowding.
Though there was just a slight increase for residents
problems” compared to 2018, overall resident senti-
ment on this topic has actually decreased throughout
the past decade. As the visitor industry seeks an equal
balance of socio-economic, cultural, and community
benefts, the key to improving resident sentiment will
be improving the quality of life for residents.
Jobs
In the third quarter of 2020, Hawai‘i County lost
10,900 jobs (-15.6% over the same quarter of 2019).
Jobs decreased the most in the Accommodations
sector which lost 4,000 jobs (-69.0%), followed by
Food Services and Drinking Places which lost 1,500
jobs (-21.7%), Retail which lost 1,300 jobs (-13.4%),
and Transportation, Warehousing, & Utilities which
lost 1,200 jobs (-35.3%). Year-to-date third quarter
2020, the unemployment rate increased to 11.9 percent
compared to 3.5 percent during the same period
last year.
Visitor Accommodations
In 2020, hotel occupancy for Hawai‘i declined to
38.0 percent (-39%) from 77.0 percent year-over-
year. The average daily rate (ADR) dropped slightly
to $254.27 (-4.2%) from $265.44 in 2019. Room
demand was 674,000 room nights or 62.8 percent
lower than 2019. The room supply was 1.772 million
room nights (-24.7%).
In comparison, Hawai‘i Island’s vacation rental supply
for 2020 was down 42.1 percent to 1.4 million unit
nights. Hawai‘i Island vacation rentals ended the year
with 44.6 percent occupancy (-32.7 percentage points)
and ADR of $188 (-20.5%). A vacation rental is defned
as the use of a rental house, condominium unit, private
room in a private home, or share room/space in private
home. The data does not determine or diferentiate
between units that are permitted or unpermitted.
The “legality” of any given vacation rental is deter-
mined on a county basis.
8
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
SITUATION ANALYSIS SUMMARY
As a part of the DMAP process, a SWOT analysis
was conducted by various community members and
stakeholders who identifed the destination’s existing
strengths and weaknesses, as well as opportunities
and threats present in the external environment. The
SWOT analysis is a useful tool in the decision-mak-
ing process, as it can be used to evaluate strategic
positioning, as well as identify projects that would be
reasonable to execute in the short term.
This feedback was supplemented with research and
data that helped to support the observations that were
made. The information below provides more details
on each section of the SWOT analysis matrix shown
on page 13.
Strengths
The participating community members and stakehold-
ers highlighted several strengths that would be import-
ant to leverage as plans are put into actions.
Collaborative nature of the Hawai‘i Island tourism
industry. Many industry representatives indicated
that they were willing to work together and that they
already had existing relationships with whom others
might consider competitors. This willingness to
communicate and collaborate will be necessary for
many of the proposed actions to be successful.
The culture of Hawai‘i Island. The strong sense
of ‘ohana and kuleana provides motivation to
support actions happening on the island and also
helps to support communication and collaboration.
The multicultural diversity of Hawai‘i Island was
also mentioned as a strength. This diversity provides
visitors with an experience that they cannot get
anywhere else.
The uniqueness of Hawai‘i Island as a tourist
destination. Hawai‘i Island is unique in terms of its
atmosphere and the feelings that it evokes. It also has
an abundance of natural and cultural resources, which
are a draw for travelers from around the world and
will continue to bring visitors to the island, as long as
the resources are properly maintained and sustained.
Current projects that are already in development or
are already being rolled out. For example, although
transportation was mentioned as a challenge for many
visitors, there are several transportation-related
projects that could help to address this challenge.
The County of Hawai‘i has been researching and
developing a hydrogen bus system for the island, and
has taken into consideration major aspects of such a
project, including the geographic placement of refu-
eling stations and the cost of maintenance and repair.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Weaknesses Measuring impacts and tracking data. This weak-
Although a signifcant number of existing weaknesses
were mentioned by community members and stakehold-
ers, many participants had already been thinking about
how to overcome them. Some of the opportunities listed
in the following section provide avenues for addressing
these weaknesses.
The need to keep tourism dollars circulating on
Hawai‘i Island. After visitors spend money on the
island, it has been difcult to keep those dollars in
motion within the local economy. Finding more ways
to allow community members to spend their income
locally is a specifc goal.
Getting visitors to understand that Hawai‘i Island
is more than just a tourist destination. For many
visitors that view Hawai‘i Island as an island para-
dise, it can be difcult to understand that this is home
for many families and individuals. Helping visitors
to understand this and to understand that what they
do while on vacation can have signifcant negative
impacts on those living here has been a challenge.
Relatedly, the need to increase resident satisfaction
with the visitor industry was also presented as a weak-
ness. However, should visitors have a more positive
impact on the island in the future, this would help to
increase resident satisfaction.
Lack of training programs for workers. More
training is needed in several areas, including natu-
ral resource management and cultural resource
management. Such programs would help to promote
the wonderful natural and cultural resources in an
authentic way and help to educate visitors about the
need to and importance of respecting, maintaining,
and sustaining these resources. This would help to
improve both the visitor mindset and resident satis-
faction.
ness is especially true of tracking and recording an
inventory of natural resources, which can be very
difcult. However, should this weakness be improved
upon, it would create more opportunities to acquire
various sources of funding. By attaching hard fgures to
illustrate the positive impacts of current projects and
programs, funders will be more likely to support these
programs, as well as similar programs in the future.
Siloing. Most community members and stakeholders
have to work very hard to make a living on Hawai‘i
Island, which can make it difcult for them to think
outside of their day-to-day activities. It can be hard to
fnd time to connect with those outside of their inner
circles and certainly those outside of their particular
industry. However, more communication between
industries and with other stakeholders could help to
unearth additional opportunities for a wide range of
community members.
Transportation for both visitors and community
members alike. Given the geographic concentration
of tourism industry jobs and the high cost of land and
homes in the surrounding areas, many community
members are forced to commute long distances.
In addition, those without access to cars are often
extremely limited in terms of the distance they can
cover due to limited public transportation options.
However, as previously mentioned, there are multi-
ple projects underway that hope to address some of
these weaknesses.
The lack of afordable workforce housing. Again,
due to the high cost of land and homes in and around
the resort areas where most of the jobs are, afordable
housing within a reasonable distance is difcult to
fnd. Finding creative solutions for workers to have
afordable housing options near their place of work
could help to address this weakness.
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Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
A lack of funding for public spaces. In particular, it
was mentioned that more funding is needed to main-
tain parks and trails. The need for better management
of public spaces in general was mentioned as a chal-
lenge, but the lack of funding also provides a barrier
to the stafng and resources needed for that manage-
ment activity.
Opportunities
Most community members and stakeholders had a very
positive mindset and focused on the various opportuni-
ties currently available or available in the near term.
COVID-19 as an opportunity to make a change for
the better. Given that the pandemic essentially put a
halt to the tourism industry on Hawai‘i Island, many
see this as an opportunity to change the economy to
have a tourism industry that is more sustainable than
it has traditionally been.
Share an authentic Hawai‘i with visitors. Survey
fndings show that an increased number of visitors are
looking for more authentic experiences that are difer-
ent from the conventional tourist vacation. To support
this type of experience, more training programs for
workers are needed so that they can provide accurate
and authentic information to visitors. In addition, a
resource center was presented as an opportunity to
provide visitors and community members alike with
historically and culturally accurate information. The
use of the Pono Pledge is also an opportunity to support
positive visitor interaction with Hawai‘i Island.
Creative solutions to address afordable housing.
Creative solutions include afordable housing land
trusts and self-help housing. One looks to address
the issue of the high cost of land, while the other one
looks to signifcantly decrease the cost of the vertical
construction. Either option would help to increase
the possibility of community members living closer
to their places of work.
Better align marketing and sales strategies between
businesses and organizations. Better alignment
would help to create clearer and more cohesive
messaging to both visitors and residents. Relatedly,
the current utilization of social media and existing
websites leaves signifcant room for improvement.
This is also an opportunity to improve marketing and
sales strategies and alignment.
Community partnerships to manage resources.
This could be an effective and cost-efficient way
to manage both natural and cultural resources, as
community groups are the most knowledgeable in
regards to resources within the community and could
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
present a better alternative to outsourced resource
management services. An increase in stewardship
opportunities for community members would provide
new, local, sustainable businesses with potential
income generation. This would help to improve the
management of natural and cultural resources, and
provide local workforce opportunities for commu-
nity members. In addition, stewardship opportunities
could also be ofered to visitors looking to make a posi-
tive impact in the communities they visit. This would
be a low-cost way to additionally support the natural
and cultural resources on Hawai‘i Island.
Establish an airport and harbors “ambassadors”
program. Members of this program would help to
make airport signage and educate visitors, prior to or
upon arrival, on basic information that will enhance
their safety, enjoyment and understanding of local
and Hawaiian culture and natural resources. Such a
program would help to address several threats and
weaknesses that have been identified and could
potentially help to improve both visitor and resident
sentiment and satisfaction.
Use currently underutilized facilities that are
already in existence. Community members and
stakeholders have already identifed several diferent
facilities that are currently not in use. These facilities
present potential low-cost opportunities for both new
ventures, as well as the expansion of existing busi-
nesses, organizations, programs and activities.
Reimagine measures of success. This can be achieved
by developing measures that focus on supporting
communities and residents rather than attracting
visitors. For example, allocating a higher percentage of
the Transient Accommodations Tax (TAT) to support
community-driven initiatives and improving commu-
nity facilities to demonstrate a relationship between
tourism success and resident well-being.
Threats
The COVID-19 pandemic has clearly had a signifcant
impact on the visitor industry, the economy, and the
local workforce.
The pandemic initially halted virtually all travel
and it is possible that visitor numbers for Hawai‘i
Island will never return to their pre-pandemic peak.
Resorts and hotels are still dealing with low occupancy
and the new regulations present new challenges for
visitors who want to visit the island. All of this is in
addition to the immediate COVID-19 health concerns.
Difculty for hotels to purchase local goods and
products. Working to break down these barriers
would not only beneft the hotels and the visitors stay-
ing there, but it would also provide local producers and
distributors with new revenue stream opportunities.
Lack of job opportunities and the need for
greater diversity in terms of jobs available to
community members.This has been an ongoing issue
and drastic changes due to the COVID-19 situation
will afect how people can travel. The type of visitor
and the experiences they desire could also change
signifcantly. This could necessitate the incorporation
of new activities and a new way for visitors to expe-
rience Hawai‘i Island. This, in turn, would require
a workforce to help manage and operate these new
activities, which would provide new job opportunities
for community members.
12
Communication Number 2022-19
13
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Situational Analysis Summary
Strengths Weaknesses
• Collaborative nature of the Hawai‘i Island
tourism industry
• Strong sense of ‘ohana and kuleana
• Hawai‘i Island as a unique destination
– Strong sense of place
• Abundance of natural and cultural resources
• Multicultural diversity
• Transportation projects already in the works
– Hydrogen buses
– Bikeshare program
Opportunities
• COVID-19 and related impacts
– Opportunity to positively
change economy
• Share an authentic Hawai‘i with visitors
– Training programs for workers
– Resource center
• Aligning marketing and sales strategies
– Better utilization of social media and
existing websites
• Use of the Pono Pledge
• Difcult to keep tourism dollars circulating
on island
• Lack of understanding that Hawai‘i Island is
more than just a tourist destination.
• Measuring impacts and data tracking, including
natural resources
• Siloing due to lack of communication between
stakeholders, industries, etc.
• Need for more training programs
• Transportation is difcult given the size of the
island and lack of options
• Need for increase in resident satisfaction with
visitor industry
• Funding for parks and better management of
public spaces overall
• Lack of afordable workforce housing
Threats
• COVID-19 and related impacts
– Decrease in number of visitors
– Low occupancy for hotels and resorts
– Health concerns
• Barriers preventing hotels from purchasing
local goods and products
• Lack of job opportunities and the need for
a greater diversity of positions
Communication Number 2022-19
III. Vision for Tourism
on Hawai‘i Island
The vision for Hawai‘i Island’s Destination Management Action Plan (DMAP) is “Ola ka ‘Āina, Ola ke Kānaka”
(“Healthy Land, Healthy People”), which uplifts the vision of Hawai‘i Island’s 2020–2025 Tourism Strate-
gic Plan (TSP). “Ola ka ‘Āina, Ola ke Kānaka” represents a vision afrmed by data and stakeholder feedback.
The vision maintains a connection to our past, grounds us in the present, and envisions a collective future
that puts this place and the people of this place frst. It is carried forward from the 2006–2015 Hawai‘i Island
Tourism Strategic Plan and 2016 Hawai‘i Island Tourism Roadmap, and lays the foundation of the TSP.
Without ola (health), there is no responsible tourism.
14
The vision is supported by the Connections Framework that supports connection to place, community, past and
future, and to your better self. It is also supported by the understanding that if we are grounded in place, we are
able to intentionally share our love of place with others, beginning with our family, our community, and including
visitors. This vision also sets out the importance of a high quality of life for residents and a focus on social benefts
that will support a meaningful, reciprocal experience for residents and visitors.
Communication Number 2022-19
15
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
IV.Goal
The goal of the Hawai‘i Island
DMAP is to rebuild, redefne, and
reset the direction of tourism over
a three-year period.
V. Objectives
There are six objectives to achieve the goals and vision
of Hawai‘i Island’s DMAP.
OBJECTIVE 1
Create positive contributions to the quality of life for
Hawai‘i Island’s residents.
OBJECTIVE 2
Support the maintenance, enhancement, and protec-
tion of Hawai‘i Island’s natural resources.
OBJECTIVE 3
Ensure the authentic Hawaiian culture is perpetuated
and accurately presented in experiences for residents
and visitors, materials and marketing eforts.
OBJECTIVE 4
Maintain and improve visitor satisfaction of their
experience on Hawai‘i Island.
OBJECTIVE 5
Strengthen the economic contribution of Hawai‘i
Island’s visitor industry.
OBJECTIVE 6
Increase communication and understanding between
the residents and visitor industry.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
VI. Actions
The following actions were developed by the Steer-
ing Committee and the community, and they address
what the residents desire for Hawai‘i Island’s visitor
industry and their communities. In a few instances,
HTA took the essence of the community’s feedback
and transformed them into actionable initiatives.
The actions were shaped by overarching themes that
were identifed by the Steering Committee and also
appeared in the community input:
• ‘Āina-based education and actions centered
around community-driven stewardship.
• Opportunities for community-led decision making
and involvement of ‘āina-based/place-based
organizations in tourism.
• Two-way communication and engagement
between government, the visitor industry
and communities.
• Importance of pono practices undertaken by both
residents and visitors.
• Management and protection of natural and
cultural resources.
• Residents’ quality of life is looked after.
The actions were also cross-referenced against the
four interacting pillars of HTA’s Strategic Plan—
Natural Resources, Hawaiian Culture, Community
and Brand Marketing—to ensure alignment and for
organizational purposes.
The following tables identify opportunities and needs
for each of the anchor actions, including the identifca-
tion of responsible agencies and timing of the action’s
commencement and/or delivery over a three-year
period. As HTA carries out the DMAP, there will be
more organizations and businesses identifed to help
move this plan forward.
The long-term measures of successwill be measured
through HTA’s Strategic Plan’s four overall Key Perfor-
mance Measures: Resident Satisfaction, Visitor Satis-
faction, Average Daily Visitor Spending, and Total
Visitor Spending. A “milestone” is a qualitative way of
determining progress toward accomplishing a specifc
defned action. The milestones for success are the
completion of each sub-action in the phase indicated.
16
Communication Number 2022-19
17
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
HAWAI‘I ISLAND
Action A
Protect and preserve culturally signifcant places and hotspots.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
A.1 Develop and support opportunities to mālama and steward
the places and culture of Hawai‘i Island for both residents and
visitors, including using Native Hawaiian practices of resource
and cultural stewardship.
L = County, Dept.
of Land & Natural
Resources (DLNR)
S = HTA, Island of
Hawai‘i Visitors Bureau
(IHVB)
X X X
A.2 Emphasize local area cultural history and expertise to further
expand Hawaiian cultural values, knowledge, and language
with an emphasis on connection to place.
L = County, DLNR
S = HTA, IHVB
X X X
A.3 Increase opportunities for community-led initiatives that
steward and manage these resources, including closure of
areas and managing trafc.
L = County, DLNR
S = HTA, IHVB
X X X
A.4 Work with the diferent stakeholders to communicate areas
that need to be protected with the visitor industry and visitors.
L = County, DLNR
S = HTA, IHVB
X X X
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action B
Develop resources and educational programs to perpetuate
authentic Hawaiian culture and ‘Ōlelo Hawai‘i.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
B.1 Identify and assess proper providers and learning tools. L = Native
Hawaiian Hospi-
tality Association X (NaHHA)
S = HTA, County
B.2 Support Hawaiian cultural educational and training programs – L = NaHHA
including ‘Ōlelo Hawai‘i (Hawaiian language) for the employees in X X XS = HTA, County, the visitor industry (e.g. hotels, tour guides). IHVB
B.3 Develop a recognition program for businesses who complete the L = NaHHA
Native Hawaiian Hospitality Association (NaHHA) programs (e.g. X XS = HTA placards/certifcation).
B.4 Actively promote HTA’s Ma‘ema‘e Toolkit to the visitor industry and L = HTA
business communities. X XS = County, IHVB,
other associations
B.5 Increase support and opportunities for cultural practitioners and L = NaHHA
community members to interact. Educate the visitor industry and X X XS = HTA, County, individual companies about place-based practices to become more IHVBplace-based.
B.6 Support a Tour Guide Certifcation Program. L = HTA X X
S = County, IHVB
B.7 Continue support of programs and projects that perpetuate the L = HTA
Hawaiian culture with the community and visitors, such as HTA’s X X S = County, IHVB Kūkulu Ola program.
B.8 Encourage the integration of ‘Ōlelo Hawai‘i into workforce and adult L = NaHHA
training programs. X X X
S = HTA, County
18
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action C
Support and promote ‘āina-based education and practices to protect and
preserve our natural resources so that residents and visitors will aloha ‘āina.
ACTION ACTION
NO.
C.1 Identify, support, and partner with existing and new ‘āina-based
groups that are protecting and stewarding wahi pana (legendary/
celebrated places or landmarks), cultural practices, and people.
C.2 Create opportunities for community members to share in an
ongoing way about the impact of tourism as well as the wahi
pana, historically signifcant sites, and sacred sites that need to
be protected.
C.3 Pilot a certifcation program, in collaboration with community
leadership and the university system, for workers tied to natural
resources, cultural resources, and stewardship. Identify and review
existing ‘āina-based curricula, and create new curricula when
necessary, that emphasizes Native Hawaiian knowledge, culture,
place, and pono practices-based management. Develop curriculum
that is led by eforts from that area and connects frmly to place-
based management and stewardship.
C.4 Support interested ‘āina-based groups to serve as interpretive
educators, trainers, and/or cultural ambassadors to share cultural
knowledge with the guest and visitor industry, tour operators, and
other business owners.
C.5 Support enhanced interpretation and education on Maunakea,
including partnership with the Hawaiian community and residents.
C.6 Work with the diferent stakeholders to communicate areas that
need to be protected in collaboration with the visitor industry
and visitors.
LEAD (L) PHASING
SUPPORT (S) 1 2 3
L = County, DLNR
X X X S = HTA
L = County, DLNR
X X XS = HTA
L = County
S = University of
Hawai‘i (UH), HTA X X X
L = County
XS = IHVB, HTA
L = UH – ‘Imiloa
X X XS = County, IHVB,
HTA
L = County
X X XS = HTA, IHVB,
DLNR
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Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action D
Connect with community networks and partner with community-based
organizations to collaboratively identify sites, identify limits of acceptable change, and
implement stewardship plans to protect and preserve our natural resources.
ACTION
NO.
ACTION LEAD (L)
SUPPORT (S)
PHASING
1 2 3
D.1 Build capacity in communities to support increased opportunities
for community-led stewardship actions and initiatives to manage
resources, such as closing areas or limiting access (visitor and
potentially resident) during certain times of the year.
L = DLNR, County
S = HTA X X X
D.2 Implement regenerative management strategies, like those found in
the kapu system, Hā‘ena on Kaua‘i, East Maui, and Hanauma Bay on
O‘ahu. Provide clear opportunities and processes for local commu-
nities to participate in visitor access and resource and congestion
management in their communities.
L = County, DLNR
S = HTA X X
D.3 Support and advocate for stewardship eforts of coastal waters and
beaches that incorporate and emphasize a mauka to makai collabo-
rative approach given broader environmental implications.
L = County, DLNR
S = HTA X X
D.4 Work with communities in each place to identify the limits of
acceptable change as associated with public impact on natural and
cultural resources and develop a process for ongoing stewardship
that is community-led. Explore the creation of pilot projects and
employ adaptive management principals to fnd the optimal balance
between visitation and associated impact.
L = DLNR
S = County, HTA X X
D.5 Support opportunities that tie in Native Hawaiian practices of
resource and cultural stewardship.
L = HTA, OHA
S = County X X X
D.6 Explore policies and regulations that aid in the implementation of
stewardship plans and enforcement of critical need areas.
L = County
S = HTA
X X X
D.7 Explore implementation of geo-fencing technology to aid manage-
ment of sites.
L = HTA
S = DLNR, County,
IHVB
X X X
D.8 Find ways to support communities who do not know how to deal
with “rogue” users of natural and cultural resources.
L = County
S = DLNR, HTA,
IHVB
X X X
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action E
Create opportunities for ongoing dialogue, communications,
and engagement between the visitor industry, government and communities
to improve community-industry relations and better serve the community.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
E.1 Develop an education and awareness campaign targeted at resi-
dents using traditional and social media vehicles.
L = HTA
S = County, IHVB
X X
E.2 Create opportunities for visitor industry, government, and commu-
nity stakeholders to connect on a regular basis for ongoing dialogue
to 1) create shared understanding of the issues that our communi-
ties and the visitor industry face; 2) ensure that the visitor industry
is supporting a sustainable and healthy Hawai‘i Island; and 3)
inform about tourism’s contributions to the community.
L = HTA
S = County, IHVB X X X
E.3 Increase and maintain regular opportunities to collaborate with HTA
on its outreach eforts in the community to ensure a more robust
and coordinated efort. This includes informing the industry and
community about HTA’s mission and its resources, and sharing the
destination’s marketing eforts and activities to orient businesses
and communities about HTA, IHVB and the Global Marketing
Team’s initiatives.
L = HTA
S = County, IHVB
X X X
Communication Number 2022-19
22
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action F
Implement a comprehensive communications and education plan that facilitates positive
community-visitor relations and pono practices, including the Pono Pledge.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
F.1 Increase messaging eforts to uplift and improve access to the
Pono Pledge, and shift visitor and resident mindsets as they travel
around Hawai‘i Island.
L = IHVB, County
S = HTA, private
sector, community
X X
F.2 Provide visitors with easy access to messaging, including increas-
ing information pathways and educational materials, related
to protecting culture and sense of place (i.e. in-fight videos on
in-bound fights in multiple languages; rental cars; radio station
public service announcements; podcasts; required place-based
visitor orientation, etc.).
L = IHVB
S = HTA, GMT X X
F.3 Continue to encourage and work with visitor industry stakeholders
and businesses to integrate the Pono Pledge into their practices,
such as business booking reservations, QR codes, phone apps, and
monitors at the baggage claim.
L = IHVB, County
S = HTA, private
sector, community
X X
F.4 Collaborate with all segments of the visitor industry and communi-
ty-based organizations for stewardship opportunities for visitors to
leave Hawai‘i Island a better place.
L = IHVB
S = HTA, County X X
Communication Number 2022-19
23
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action G
Promote agritourism, and partner with Hawai‘i Island’s
agriculture industry to support local food security.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
G.1 Create, support, and promote agritourism initiatives to connect
local producers with visitors; provide visitors an active experience
with nature and agriculture; and support legal vacation rentals in
rural areas (e.g. farm stays) to alleviate the need for illegal vacation
rentals in rural areas.
L = HTA
S = County, IHVB X X X
G.2 Encourage the visitor industry (e.g. hotels and restaurants) to buy
local produce, products, and goods.
L = HTA
S = County, IHVB
X X X
G.3 Support eforts of local producers to sell their goods online by
strengthening online infrastructure, transportation of goods,
marketing, and fulfllment of orders.
L = County
X X
Action H
Invest in community-based programs that enhance quality of life for communities.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
H.1 Support community-led and activated eforts and ofer capacity
building/education opportunities to strengthen Hawai‘i Island’s
product oferings.
L = HTA
S = County
X X
H.2 Uplift approaches to tourism that are refective of Hawai‘i Island
and its diferent communities.
L = IHVB
S = HTA, County,
GMT
X X
H.3 Revisit measures of success and visitor industry activities so
that the relationship between increased tourism and resident
well-being would lead to an increase in community improvements
and benefts.
L = HTA
S = IHVB X
Communication Number 2022-19
24
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action I
Advocate/create more funding sources to improve infrastructure.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
I.1 Engage in cohesive infrastructure planning to address community
and industry needs, such as incorporating plans to widen bike
paths in tandem with other necessary road repairs.
L = County
S = HTA
X X X
I.2 Coordinate with government entities, institutional stakeholders,
and nearby private landowners.
L = County
S = HTA
X X X
I.3 Advocate for CIP projects for infrastructure related to residents and
visitors.
L = HTA
S = IHVB
X X
Action J
Improve enforcement of vacation rental regulations.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
J.1 Confrm the existing baseline of (number of) vacation rentals.
Gauge the capacity for current and new rentals.
L = County
S = HTA
X X
J.2 Explore ways to improve enforcement. L = County X X
J.3 Work with the rental platforms (i.e. AirBNB, VRBO) to help with
regulation.
L = County
S = HTA
X X
Communication Number 2022-19
25
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
VII. Tourism
Hotspots
A “hotspot” is an area/site that attracts visitors due to
its popularity, and may result in overcrowding, conges-
tion, degradation of resources, safety hazards, and a
negative experience for both the resident and visitor.
While HTA is not an enforcement agency, it can be a
catalyst to bring together respective state and county
agencies, the community and private sector to develop
solutions to address hotspot sites/areas.
HTA reviewed the community input from the surveys
and community meetings, in addition to receiving
feedback from the county, IHVB and the Steering
Committee. Below are the “hotspot” areas/sites that
HTA will monitor and work with respective agencies
as needed to help mitigate the issues. Other areas/sites
were identifed, but the ones listed below are the ones
that are of utmost concern.
The following hotspots were carried forward from the
County of Hawai‘i’s TSP:
• Waipi‘o Valley
• Ka‘ū – Papakōlea/Green Sands Beach
• South Kona – Ho‘okena, Miloli‘i
• Kahalu‘u Bay
• Kumukahi
• Keaukaha
• Maunakea
• Punalu‘u
The following additional hotspots were identifed by
community members and stakeholders through the
HTA DMAP webform in November 2020:
• Ali‘i Drive
• Pololū Valley
• Māhukona
• Kalae (South Point)
• Kailua Pier
• Kealakekua Bay State Historical Park
• Ho‘okena Beach
• La‘aloa Beach (Magic Sands Beach)
• ‘Akaka Falls State Park
• Keauhou Bay
• Banyan Drive
• Hawai‘i Volcanoes National Park
• Hōnaunau Bay, Captain Cook Monument
• Wailuku River State Park
• Hāpuna Beach State Recreation Area
• Kiholo State Park Reserve
Communication Number 2022-19
26
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
-
Acknowledgement
HTA would like to mahalo all individuals
who contributed their time and efort in the
DMAP process for Hawai‘i Island. Also, we
mahalo all of the community members who
attended the public meetings and shared
their mana‘o. We want to mahalo every
person who participated in the list below.
However, some names may have uninten
tionally been left of or misspelled and we
apologize in advance for any oversight.
Steering Committee
Members
Micah Alameda, HTA Board
member, Nā Leo o Hawai‘i
Craig Anderson, Island of
Hawai‘i Chapter Chairper-
son, Hawai‘i Lodging and
Tourism Association
Ross Birch, Executive
Director, Island of Hawai‘i
Visitors Bureau
Ka‘iulani Blankenfeld,
Director of Hawaiian
Culture, Fairmont Orchid
Margo Mau Bunnell,
General Manager,
Roberts Hawai‘i
Ulu Ching, Senior Program
Manager, Conservation
International
Tane Datta, Owner,
Adaptations, Inc.
Jessica Ferracane, Public
Afairs Specialist, Hawai‘i
Volcanoes National Park
Ka‘iu Kimura, Executive
Director, ‘Imiloa Astronomy
Center
Ku‘uipo Kumukahi, HTA
Board member, Hyatt
Regency Waikīkī
Wendy Laros, President
and CEO, Kona-Kohala
Chamber of Commerce
Cheryl Kauhane Lupenui,
President and CEO,
The Kohala Center
Linda Nako, President,
Hawai‘i Island Visitors
Bureau and Sales Manager,
Hilo Hawaiian Hotel
Jesse Potter, President,
Pōhāhā I Ka Lani
Rachel Solemsaas,
Chancellor, Hawai‘i
Community College
Pomai Weigert,
AgBusiness Consultant,
GoFarm Hawai‘i
Miles Yoshioka, Executive
Ofcer, Hawai‘i Island
Chamber of Commerce
Charles Young, Ho‘okena
Representative, ‘Aha Moku
Advisory Committee
Kuha‘o Zane, Designer
and Entrepreneur,
Sig Zane Designs
Hawai‘i Island
Tourism Strategic
Plan Action Cohort
Members
Anna Akaka
Danny Akaka
Karen Anderson
Michael Bell
Domino Cohn
Jason Cohn
Samantha Collins
Noland Eskaran
Becky Fernandez
Leina‘ala Fruean
Pualilia Hanamaika‘i
Debbie Hogan
Janice Ikeda
‘Aina Ioane
Deanna Isbister
Uilani Kanda
Taimane Kaopua
Ka‘imi Kaupiko
Leila Kealoha
Grayden Ha‘i Kelly
Cindi Punihaole Kennedy
Kea Keolanui
Donna Kimura
Brad Kurokawa
Tristie Licoan
Ilima Livingston
Lauren Manuel
Tamia McKeague
Luka Mossman
Darryl Olivera
Susie Osborne
Rhonda Pollard
Manu Powers
Earl Regidor
Pete Stackwoods
Franz Weber
HTA Staf
John De Fries, President
and CEO
Caroline Anderson, Direc-
tor, Community Enrichment
Maka Casson-Fisher,
Hawaiian Culture & Natural
Resources—Program
Specialist
Jennifer Chun, Director,
Tourism Research
Pattie Herman, Vice
President, Marketing and
Product Development
Dede Howa, Manager of
Hawaiian Cultural Afairs
Kalani Ka‘anā‘anā,
Director, Hawaiian Cultural
Afairs & Natural Resources
Michele Shiowaki,
Administrative Assistant
Marisa Yamane, Director,
Communications &
Public Relations
HTA Board Members
Micah Alameda, Assistant
General Manager/Head of
Marketing, Nā Leo o Hawai‘i
Ku‘uipo Kumukahi, Luna
‘Ike Hawai‘i a Pilina Kaiāulu,
Hyatt Regency Waikīkī
Communication Number 2022-19
27
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
County of Hawai‘i
Staf
Doug Adams, Director,
Department of Research
and Development
Michelle Agbigay,
Economic Development
Specialist, Department of
Research and Development
Bob Agres, Manager
for Disaster Recovery,
Community Engagement
and Collaboration
Frecia Cevallos, Tourism
Specialist, Department of
Research & Development
Keiko Mercado, Long
Range Planner, Planning
Department
Riley Saito, Energy
Coordinator, Department of
Research and Development
Marcia Timboy,
Community Member
Hawai‘i Alliance
For Community-
Based Economic
Development
Brent Kakesako,
Executive Director
Keoki Noji, Chief
Operating Ofcer
Sean Tangco,
Program Specialist
Pua Yang, Research
& Planning Support
AmeriCorps VISTA
The Good Juju Co.
Cynthia Deroiser,
CEO/Principal
Lisa Webster, Associate
Trent Fish, Tech Facilitator
Anthology Group
Nathan Kam, Partner/
President, Public Relations
Erin Khan, Vice President,
Public Relations
Christine Ulandez,
Assistant Account
Executive, Public
Relations
Communication Number 2022-19
28
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Glossary
Adaptive Management: In natural resources, the
term means learning by doing, and adapting based on
what’s learned (Walters and Holling 1990). It is based on
the recognition that resource systems are only partially
understood, and there is value in tracking resource
conditions and using what is learned as the resources
are being managed. Learning in adaptive management
occurs through the practice of management itself, with
adjustments as understanding improves. Source: U.S.
Dept of the Interior
‘Āina-Based: Bringing people to that ‘āina and steward-
ing the diferent aspects and components of it.
Average Length of Stay: Number of days visitors are
on the island, including the day of arrival and the day
of departure.
Average Daily Census: Average number of visitors
present in Hawai‘i on a single day.
Limits of Acceptable Change: A proactive visitor
management approach to identify how much visitor
impact in a natural area is acceptable. The focus is on
determining how much change is appropriate and accept-
able for the natural area and how it should be managed.
Collaborative planning, identifying indicators and
measures, impact monitoring, and developing mitigation
strategies for negative impacts are part of the process.
Regenerative Tourism: Regenerative tourism
is “creating the conditions for life to continuously
renew itself, to transcend into new forms, and to fourish
amid ever-changing life conditions” (Hutchins and Storm,
2019)—through tourism. It “recognizes its communities
and places are living systems, constantly interacting,
evolving, self-organizing, efcient, learning, distinct,
and vital to create abundance, balance and conditions to
support other life, resilience and contribute to a greater
system of well-being.” (Earth Changers, 2020)
Sustainable Tourism: Development that meets the
needs of present tourist and host regions while protecting
and enhancing opportunities for the future. It is envisaged
as leading to management of all resources in such a way
that economic, social and aesthetic needs can be fulflled
while maintaining cultural integrity, essential ecological
processes, biological diversity, and life support systems.
(World Tourism Organization)
Average Daily Visitor Spending: Total spending of an
individual on a given day during their stay.
Visitor: Out-of-state traveler who stayed in Hawai‘i for a
period of time between one night, but less than one year.
Visitor Days: Total number of days visitors are on the
island and/or in the state.
Total Visitor Spending: The U.S. dollar amount spent in
Hawai‘i attributed to a visitor. This includes direct spend-
ing by visitors while in Hawai‘i, as well as any prepaid
package purchased before arrival. The expenditure data
does not include trans-Pacifc airfare costs to-and-from
Hawai‘i, commissions paid to travel agents, or portions of
the package in another state or country.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Sources
Department of Business, Economic Development & Tourism’s County
Economic Conditions:
https://dbedt.hawaii.gov/economic/qser/county/
Hawai‘i Tourism Authority (HTA) Annual Visitor Research Report 2019:
https://hawaiitourismauthority.org/media/5062/2019-annual-report-fnal-for-
posting.pdf
HTA November Monthly Visitor Statistics:
https://hawaiitourismauthority.org/research/monthly-visitor-statistics/
HTA Visitor Satisfaction & Activity Reports:
https://hawaiitourismauthority.org/research/visitor-satisfaction-and-activity/
HTA Resident Sentiment Survey Update 2019:
https://hawaiitourismauthority.org/media/4268/resident-sentiment-board-
presentation-02-27-20.pdf
Hawai‘i Hotel Performance Report:
https://hawaiitourismauthority.org/media/6335/hta-december-2020-hawaii-
hotels-performance-fnal.pdf
Hawai‘i Vacation Rental Performance Report:
https://hawaiitourismauthority.org/media/6340/hta-december-2020-hawaii-
vacation-rental-performance-fnal.pdf
29
Communication Number 2022-19
Mitchell D.Roth
40JN<
VfOF h,,
i Zendo Kem
Mayor Id,, Director
Lee E.Lord Jeffrey W.Darrow
Managing Director Deputy Director
West Hawaii Office East Hawaii Office
74-5044 Ane Keohokalole Hwy101 Pauahi Street,Suite 3
Kailua-Kona,Hawaii 96740 County of Hawaii Hilo,Hawaii 96720
Phone(808)323-4770 Phone(808)961-8288
Fax(808)327-3563 PLANNING DEPARTMENT Fax(808)961-8742
MEMORADUM
TO: Mitchell Roth, Mayor
Talmadge Magno, Civil Defense Administrator
Kazuo Todd, Fire Chief
Paul Ferreira, Police Chief
Ikaika Rodenhurst, Department of Public Works Director
FROM: Zendo Kern Planning Director Zee*e&-e
Zendo Kem(Sep29,202116:31 HST)
DATE: September 28, 2021
RE: South Kohala Community Development Plan Action Committee
Request for Information on Mdnd Road Fire Emergency Evacuations
The South Kohala Action Committee met on Monday, September 13, 2021, via Zoom and voted
unanimously to approve the attached letter. Members discussed at length the importance of data
collection and information sharing after the occurrence of an emergency such as the Mdnd Road
Fire. Councilman Tim Richards was present and advised the Action Committee that an After-
Action Report is currently being drafted and would include information from multiple County
agencies. There are also several members of the South Kohala Action Committee who are
working closely with County officials to assist in data collection.
The Action Committee acknowledges that the information they are requesting in the attached
letter is currently being gathered, analyzed, and compiled into the After-Action Report and
respectfully requests that the After-Action Report be shared with them and the larger community
when it is complete.
Should you have any questions,please contact Keiko M. Mercado at
Keiko.Mercado(cr,hawaiicoun ov.
www.planning.hawaiicounty.gov Hawai`i County is an Equal OpportunityProvider andEmployer planning@hawaiicouniy.govov
J ivos,H•Mitchell D.Roth Zendo Kern
Mayor Director
f: f
Lee E.LordJeffrey W.Darrow
Managing Director tip f DeputyDirector
0F•0
West Hawaii Office East Hawaii Office
74-5044 Ane keohokalole Hwy101 Pauahi Street,Suite 3
Kailua-Kona,Hawaii 96740 County of Hawaii Hilo,Hawaii 96720
Phone(808)3234770 Phone(808)961-8288
Fax(808)327-3563 PLANNING DEPARTMENT Fax(808)961-8742
SOUTH KOHALA COMMUNITY DEVELOPMENT PLAN
ACTION COMMITTEE
September 13, 2021
Zendo Kern, Director
County of Hawai'i Planning Department
101 Pauahi Street, Suite 3
Hilo, HI 96720
Dear Director Kern:
SUBJECT: Request for Information on Mani Road Fire Emerzency Evacuations
On behalf of South Kohala communities, we are requesting information on the emergency
evacuations of Pu'ukapu Hawaiian Homesteads, Waiki'i Ranch, and Waikoloa Village in late
July/early August 2021 due to the Mana Road fire. We have received general information but
seek specific details and expertise from the County as outlined below. We ask that this request
be forwarded to Mayor Roth and the following County departments: Civil Defense; Fire; Police;
and the Department of Public Works.
Background information: A fire in South Kohala started on the morning of July 30, 2021,
reportedly due to human error on Parker Ranch properties. High, blustery winds quickly moved
the wildfire primarily south and west, threatening Pu'ukapu Hawaiian Homesteads and Waiki'i
Ranch homes forcing evacuations of these sparsely populated areas. By Sunday, August 1, 2021,
the fire spread and crossed Hwy. 19 to the point that it endangered Waikoloa, a village with
6,500 residents. Mayor Roth promptly issued the first-ever evacuation order for Waikoloa
Village at 12:15 P.M. In response, the intersection of Waikoloa Road and Paniolo Avenue was
blocked off by Hawai'i County Police and traffic was directed out of the Village.
Initially, people left via the one west bound lane of Waikoloa Road. Also, and for the first time,
the fire emergency road off Hulu Street was opened to allow west bound traffic out of the
Village to the Queen Ka'ahumanu Highway.This emergency exit gravel road was built by the
County in 2006, in large part, as a response to the fire that threatened Waikoloa Village in
August 2005. Many current Villagers are unaware of its location or how drivable this single lane
www.t)lanning.hawaiicounty.gov Hawaii County is an Equal Opportunity Provider and Emplover planning a,hawaucountv.eov
Mr. Zendo Kern, Director
Planning Department
September 13, 2021
Page 2
road is, which is now partially paved and can be used by a standard vehicle.There was no
signage on Paniolo Avenue to indicate Hulu emergency exit was open, although the information
was broadcast by radio. Both the westbound Waikoloa Road and Hulu Street exit feed off
Paniolo Avenue, the Village's only main artery.
There was some east bound, incoming traffic, as residents returned to the Village to evacuate
family, pets, etc. At some point, the east bound lane of Waikoloa Road, makai of Paniolo
Avenue, was converted to an additional west bound lane to expedite the evacuation. At 7:00
P.M., the evacuation order was cancelled, regular traffic flow was established on Waikoloa
Road, and people could return home.
Request:The South Kohala Community Development Plan-Action Committee requests an
accounting of the evacuations of residents from the affected areas in South Kohala, including
information from Police, Fire, and Civil Defense departments. Please reflect the timeline of
activities and actions taken, communication efforts to the affected communities and their
effectiveness, the data collection process from the departments and evacuees, the results on
evacuation activities, any information on those who wanted to evacuate but were unable due
to lack of transportation or medical needs, and any other pertinent information the County has
gathered.
Finally, we would like to understand the County's process and plan for sharing back to
community what worked well, lessons learned, and what revisions are being made to future
evacuation plans as a result of this event.
We would like to thank everyone in the County who either worked or volunteered during this
emergency, and the citizens for their orderly cooperation. We are especially grateful to
Councilman Tim Richards for his communication efforts on the larger evacuation of Waikoloa
Village on August 1. It was an important source of current, real-time information for many
evacuees.
The SKCDP-AC meets again on November 8, 2021; however, a response would be appreciated
as soon as it's available. We never know when the next fire might break out and want to be as
prepared as possible.
Sincerely,
Cq_
Ruth Annette Smith(Sep 28,202114:22 HST)
RUTH A. SMITH, Chair
South Kohala Community Development Plan Action Committee
Mitchell D. Roth
Mayor
Lee E. Lord
Managing Director
Kazuo S. K. L. Todd
Fire Chief
Eric H. Moller
Deputy Fire Chief
County of Hawai‘i
HAWAI‘I FIRE DEPARTMENT
25 Aupuni Street • Suite 2501 • Hilo, Hawai‘i 96720
(808) 932-2900 • Fax (808) 932-2928
Hawai’i County is an Equal Opportunity Provider and Employer.
October 20, 2021
Mr. Zendo Kern, Planning Director
County of Hawai`i Planning Department
101 Pauahi St., Ste. 3
Hilo, Hawai`i 96720
Dear Mr. Kern,
RE: South Kohala Community Development Plan Action Committee Request for Information on Mānā Road
Fire Emergency Evacuations
Fire Department accounting of event: On August 1st during the morning hours, the Fire Department in concert with
Civil Defense in the Emergency Operation Center set down watch out triggers based on expected wind and fire
conditions:
• Fire crossing highway 190 (priority trigger)
• High winds 30+ MPH (contributing trigger)
• Uncontrolled fire head, or multiple fingers/spot fires (contributing trigger)
• Excessive airborne embers (contributing trigger)
Primary of which was the fire crossing Hwy. 190, with no containment or control, and the pathway heading towards
Waikoloa. Should the triggers occur, the evacuation would of Waikoloa be considered based on prevailing
conditions and expected fire behavior. At 0830 hours, the Department of Public Works (DPW) was directed to open
the secondary egress road for possible evacuation should fire conditions warrant it. At 1000 hours, DPW reported
back that the road had been opened. At 1155 hours, reports from the field had verified that multiple triggers for
evacuation had been activated. At 1200 hours, I (Fire Chief Kazuo Todd) made the judgment call to evacuate
Waikoloa Community and relayed this information to Mayor Mitch Roth, which was then disseminated out to the
public through television, radio, and other forms of media.
The Fire Department has no other information regarding the evacuation. While it is the responsibility for the Fire
Department to make the call on when an evacuation due to fire is issued, we do not handle the logistics or the actual
evacuations, and cannot speak to the process, results, or issues. After the decision to evacuate Waikoloa was
initiated, the Fire Department returned to focusing on fire suppression and containment.
Should you have any questions or concerns, please let us know.
Respectfully Submitted,
KAZUO S. K. L. TODD
Fire Chief
KT:lk