HomeMy WebLinkAboutGeneral Plan 2023 DraftCOUNTY OF HAWAIIʻ
GENERAL
PLAN 2045
Planning for a Sustainable Future
September 2023
DRAFT
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TABLE OF CONTENTS
General Plan Introduction
Introduction 2
History of the Plan 3
Planning Process 4
Sustainability Principles & Practices 5
Planning System & General Plan Framework 6
Our Grounded Vision 8
Hawaiʻi Island Goals 8
Addressing Climate Change for Island-Wide Health
Introduction 11
Climate Change Goal 16
Sustainiable Development & Resilient Communities
Section 1: Land Use
1.1 Introduction 23
Land Use Goal 27
Land Use Maps Overview 31
Land Use Maps & Designations 32
Land Use Maps 34
1.2 Urban Growth Areas 46
Character Guidelines 51
1.3 Rural 58
1.4 Agriculture 61
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Section 2: Transportation Access & Mobility
2.1 Introduction 65
Transportation Goal 69
2.2 Public Access 71
2.3 Mass Transit 74
2.4 Roadways 77
2.5 Transportation Terminals: Airports & Harbors 84
Section 3: Public Utilities
3.1 Introduction 88
Public Utilities Goal 93
3.2 Electricity & Renewable Energy 94
3.3 Telecommunications & Broadband Connectivity 97
3.4 Drinking Water Conservation 100
3.5 Wastewater Treatment & Reuse 105
3.6 Stormwater Infiltration & Green Infrastructure 110
Section 4: Public Facilities & Services
4.1 Introduction 116
Public Facilities & Services Goals 119
4.2 Protective Services 120
4.3 Solid Waste Management 125
4.4 Education 128
4.5 Recreation 133
4.6 Community Health and Wellness 141
Section 5: Housing for All
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Introduction 146
Housing Goal 150
Section 6: Integrated Systems
Introduction 155
Integrated Systems Goal 156
Thriving, Diverse, & Regenerative Economy
Section 7: Economy
Introduction 161
Economic Goal 165
Section 8: Agriculture & Food Systems
Introduction 170
Agriculture and Food Systems Goal 172
Section 9: Visitor Industry
Introduction 177
Visitor Industry Goal 179
Collaborative Biocultural Stewardship
Introduction 182
Environmental Goal 185
Natural Beauty Sites 194
General Plan Implementation
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Introduction 202
Planning System 203
Capital Improvement Program (CIP) 207
Monitoring & Evaluation 209
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GENERAL PLAN
INTRODUCTION
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Introduction
The County of Hawaiʻi encompasses the Island
of Hawaiʻi, which is the southeastern-most
and youngest island of the Hawaiian
archipelago. Hawaiʻi Island is nearly twice the
combined land area of the remainder of the
state and has a diverse climate and
topography, including ten of the earth’s
fourteen climate subgroups. The island’s
regions offer scenic beauty and wilderness
areas as well as a variety of settings for
human activity and land and resource
utilization.
Navigating Growth on
Hawaiʻi Island
Hawaiʻi Island is unique in the world. Our
community recognizes and values the dark
blue waters off our coasts, fiery flowing lava
of Kīlauea, expansive valleys, snow-capped
mountaintops, and all the spaces between.
Hawaiʻi has long attracted both visitors
wishing to experience our island and those
who now call Hawaiʻi home. Navigating our
island’s future growth requires hearing the
voices of our diverse population and balancing
their needs. Effective growth plans evaluate
the past, incorporate current realities, assess
future challenges, and craft meaningful
solutions. Careful consideration of these
factors results in successful long-range
planning.
Advancing Hawaiʻi Island
Together
In an increasingly polarized world, the
importance of collaborating to navigate
through a variety of situations should be of
utmost importance. Recognizing and
embracing our diversity, as well as our
individual and communal sense of kuleana is
where we find our strengths.
E lauhoe mai nā waʻa; i ke kā, i ka hoe; i ka hoe, i ke kā; pae aku
i ka ʻāina. #327
Everybody paddle the canoes together; bail and paddle, paddle and
bail, and the shore is reached.
Mary Kawena Pukui
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History of the Plan
General Plan studies in the County of Hawaiʻi
were initiated in the late 1950s and were
limited to particular regions of the island such
as the Hilo, Kona, Kohala, Hāmākua, and Puna
Districts. As such, these initial General Plans
lacked a comprehensive, coordinated, and
integrated overview of the entire County. The
first of these studies, "A Plan for Kona," was
completed in 1960 and encompassed the
districts of North and South Kona. "A Plan for
the Metropolitan Area of Hilo" was completed
in 1961 for the districts of South Hilo and
Puna. "The Kohala-Hāmākua Region General
Plan" was completed in 1963 and covered part
of the district of North Kona and the districts
of North and South Kohala, Hāmākua and
North Hilo. These regional plans were adopted
by Ordinance No. 317 in July 1965, as the
General Plan for the County. The district of
Kaʻū was the only area in the County not
covered by these plans.
The County Council adopted the first General
Plan by ordinance on December 15, 1971,
which also laid the foundation for establishing
a comprehensive planning program for the
County of Hawai‘i. There have been 2
subsequent comprehensive reviews of the
General Plan, the first was adopted in 1989
and the second was in 2005.
Subsequently, significant public input helped
guide the development and 2008 adoption of
the Kona Community Development Plan, Puna
Community Development Plan, North Kohala
Community Development Plan, and South
Kohala Community Development Plan. The
Kaʻū Community Development Plan followed
in 2017, and the Hāmākua Community
Development Plan in 2018.
Abbreviated timeline related to Hawai‘i County long range plans
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Planning Process
Since the adoption of the 2005 General Plan,
Hawaiʻi Island has seen a lot of change,
including population growth, natural
disasters, technological advancements, and
sustainability efforts. These topics have been
considered in the 2045 General Plan. The
Planning Director initiated the comprehensive
review in February 2015, lead the review
process, and recommended amendments
which now comprise the 2045 General Plan.
A comprehensive review involves many
different stages. The initial phase includes
collecting community feedback, examining
the effectiveness of the previous plan,
researching current conditions, and analyzing
how to combine the information in a way that
creates a unified and easily implementable
plan for the people of Hawai‘i Island. An
overarching intention for the review effort
was to create an open forum for discussion,
consider community input and values,
encourage interagency collaboration and
participation, and direct growth patterns in
ways that benefit our population and protect
our unique island environment.
Planning Principles and Practices
Community and comprehensive planning are
part of a well-established field of professional
planning dating back to the early 20th
century. Serving the public interest is the
primary ethical obligation of the planning
profession. More specially, the following Code
of Ethics and Professional Conduct of the
American Institute of Certified Planners were
used to guide 2045 General Plan review
process:
•We shall provide timely, adequate, clear,
and accurate information on planning
issues to all affected persons and to
governmental decision makers.
•We shall educate the public about
planning issues and their relevance to our
everyday lives.
•We shall seek social justice by working to
expand choice and opportunity for all
persons, recognizing a special
responsibility to plan for the needs of the
disadvantaged and to promote racial and
economic integration. We shall urge the
General Plan Introduction DRAFT
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alteration of policies, institutions, and
decisions that oppose such needs.
• We shall give people the opportunity to
have a meaningful impact on the
development of plans and programs that
may affect them. Participation should be
broad enough to include those who lack
formal organization or influence.
Sustainability Principles and Practices
Sustainable communities exist because of
consistent collaborative efforts. Recognizing
the crucial role of planners in improving the
sustainability of communities and resources
that support them, the American Planning
Association (APA) published a report defining
the role of comprehensive plans in addressing
the sustainability of human settlements. The
2045 General Plan adopts these standards
organized as principles, processes, and
attributes:1
Purpose and Authority
The 2045 General Plan is the primary policy
document for county agencies, planning
commissions, elected officials, landowners,
developers, and citizens to guide land use
policy decisions for the Island of Hawaiʻi.
Pursuant to Hawaiʻi County Charter (Charter)
§3-15, the General Plan “shall set forth the
[County] Council’s long-range policy for the
comprehensive physical, economic,
environmental, and sociocultural well-being
of the county. Notably, “[n]o public
improvement or project, or subdivision or
zoning ordinance, shall be initiated or adopted
1 PAS Report 578 – “Comprehensive Plan Standards for Sustaining Places.”
unless the same conforms to and implements
the general plan.” (§3-15(c)). The Charter
further states that “[z]oning, subdivision, and
other ordinances shall contain the necessary
provisions to carry out the purpose of the
general plan.” (§3-15(b))
Pursuant to the Hawaiʻi Revised Statutes
(HRS) §226-52 and 58 as well as §3-15 of the
County Charter, the General Plan includes
overall themes, goals, principles, objectives,
and policies, as well as implementation
priorities and actions to carry out policies
General Plan Introduction DRAFT
including, but not be limited to, land use
maps, regulatory measures, standards,
programs, projects, and interagency
coordination. Neither the HRS nor the County
Charter clearly define all the terms above, so
for the purposes of the 2045 General Plan,
they are defined in this section using
references from professional planning
practice. Further, the authority of the General
Plan includes three fundamental types:
directional, regulatory, and programmatic.
Authority Limits of the
General Plan
The 2045 General Plan often relies on further
implementation actions, such as zoning and
budget ordinances, to move Hawaiʻi Island in
the direction of our goals. Further, it contains
no authority to change previously existing
subdivisions or zoning. Achieving our island’s
vision will require collective long-term
commitments that build on this plan.
Planning System and General Plan Framework
County Planning System
The 2045 General Plan represents the first
level of the County Planning System and
contains long-range strategies for the entire
County. The General Plan also provides the
legal basis for all the other elements of the
County's planning structure. As such, the
General Plan is the highest order, or
"umbrella" plan. It establishes the boundaries
within which the County must operate. The
planning system as illustrated below consists
of a comprehensive Countywide General Plan,
and includes Community Development Plans,
Urban Development Plans, Special Area Plans,
and Agency Functional or Strategic Plans as
implementation mechanisms that carry out
the goals, objectives, policies or standards,
and actions of the General Plan.
The General Plan is
•A long-range policy document,
adopted by ordinance
•Based on community driven
values, goals, and objectives
•A comprehensive and action-
oriented framework for more
specific planning
The General Plan is not
•A specific plan for growth or
development
•A master plan or regional plan
•A fixed or inflexible document
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Directional Vision, Goals,
Objectives, and Guidelines
The General Plan vision, goals, and objectives
provide a high-level integrated direction for
the community and a holistic perspective.
They are defined as follows:
•Vision: The ability to plan for the
future with creativity and wisdom in
alignment with community values.
•Goal2: A desired state of affairs to
which planned effort is directed.
•Objective: Measurable, achievable,
and time-bound milestones toward
achieving a goal.
•Guideline3: A stated course of action
that shall take precedence when
addressing areas of concern and should
be followed, unless a determination is
made that it is not the most desirable
in a particular case; thus, a guideline
may be deviated from without penalty
or sanction.
Regulatory Implementing
Actions
Regulatory implementing actions are one of
two types of approaches used in the General
Plan to pursue the vision, goals, and
objectives. Regulatory actions are controlling
in that they define boundaries, development
parameters, and measures intended to
implement goals or objectives. The three
regulatory implementing actions in the
General Plan include:
•Future Land Use Map4: A map that
graphically delineates the extent of
intended future land use types.
•Policy5: A specific rule for action
focused on a specific issue, derived
from more general goals.
2 Davidson and Dolnick, “A Planners Dictionary.”
3 HRS §226-2 4 Davidson and Dolnick.
•Standard: A regulatory measure that
defines the meaning, quality, or
quantity of a policy by providing a way
to measure its attainment.
In the 2045 General Plan, future land use
maps, policies, and standards are specific to
the actions through which zoning ordinances,
subdivisions, and public improvements or
projects are initiated or adopted because, as
they must conform to and implement the
general plan in accordance with the County
Charter §3-15.
Non-Regulatory
Implementing Actions
The second approach of implementing actions
is not regulatory or controlling and requires
subsequent decisions and/or the allocation of
resources. The priority actions have been
included in the body of the General Plan while
the entire list of implementing actions will
appear in the implementation table. There are
three types:
•Program6: An action, activity, or
strategy carried out in response to an
adopted policy to achieve a specific
goal or objective.
•Project: An enterprise that is carefully
planned and designed to achieve a
particular purpose.
•Interagency Coordination: A
program or project that requires
collaboration among organizations,
including those external to the County.
5 Davidson and Dolnick.
6 Davidson and Dolnick.
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Our Grounded Vision
Hawaiʻi Island is an exemplary leader with healthy and resilient
communities that are built by sustainable development, a thriving and
diversified local economy, and collaborative environmental stewardship.
Hawaiʻi Island is a community of rooted
heritage, connected communities, and unique
beauty. As we navigate our future, integrating
a sustainable balance between environmental
and cultural stewardship, social equity, and
economic sufficiency is paramount. This
responsibility requires bold actions that
address challenges. The values articulated by
our community in the adopted Community
Development Plans (CDPs) are synthesized
here to form a singular vision statement for
our island. This vision statement represents
the ability to plan for the future in alignment
with community values.
Hawaiʻi Island Goals
The goals of the General Plan synthesize
those concepts and value statements adopted
by ordinance in the 2005 General Plan and
CDPs. The appendix includes tables used to
complete the goals, including the source
material from the 2005 General Plan and
CDPs. These goals are divided into groups
which together encompass the three
sustainability pillars of community, economy,
and environment as also outlined in the State
Planning Act Goals in HRS 226-4, also
provided in the Appendix.
Healthy, Safe, and Resilient
Community
1. Our communities are deeply connected
to each other, the ‘āina, and our historic
and multicultural heritage, which are
preserved and perpetuated through
investing in public spaces, natural and
cultural resources, and social systems.
2. Our communities are adequately served
by sustainable and efficient public
infrastructure, utilities, and services
based on existing and future growth
needs, sound design principles, and
effective maintenance practices.
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3.Our communities are safe and
protected and have access to excellent,
integrative health, education, and social
services to support a high quality of life
for residents of all ages.
4.Residents have access to adequate
and affordable housing to meet the
needs of the population and provide
equitable opportunities for household
flexibility and mobility.
Sustainable and
Responsible Development
5.We strategically apply progressive
land use strategies incorporating
indigenous and contemporary
knowledge and place-based practices
to direct and manage growth for the
health and safety of our communities.
6.Each community is connected by a
multimodal and modernized
transportation network that
provides a system for safe, efficient,
and comfortable movement of people
and goods.
7.We reduce our ecological footprint by
prioritizing a zero-waste approach to
waste management.
Thriving, Diverse, and
Regenerative Economy
8.Our economy is diverse,
regenerative, and innovative, such
that our residents are economically
self-sufficient with a focus to increase
local economic opportunities.
9.Agriculture is a robust, diversified
sector that emphasizes food security
and includes a broad range of
agricultural-based businesses and
agricultural tourism.
10.A high quality of life for residents is
maintained while a regenerative
visitor industry thrives through
attracting people seeking authentic,
connected experiences.
Collaborative Cultural and
Environment Stewardship
11.Our natural and cultural resources
are thriving and sustainably managed,
preserved, and restored to maintain
our unique and diverse environment.
12.We ensure a just transition to a
climate resilient island by
addressing the causes and impacts of
climate change through incorporating
equitable climate mitigation and
adaptation priorities into policies,
programs, infrastructure, and decision
making.
Efficient, Equitable, and
Integrated Government
13.We are governed by integrated
systems that are efficient, equitable,
and organized to facilitate
collaboration.
Addressing Climate Change for Island-Wide Health DRAFT
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ADDRESSING CLIMATE
CHANGE FOR ISLAND-
WIDE HEALTH
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Introduction
The climate change section of the General
Plan is intended to be used as a policy guide
for the coordinated climate mitigation and
adaptation efforts on Hawaiʻi Island. This
element provides a high-level policy
framework, building on the scientific
knowledge and government-level strategies
and actions developed in the Integrated
Action Plan (ICAP) for the island of Hawaiʻi.
This section contains goals, policies, and
implementation priority actions to define
climate action within the island.
Climate change refers to the long-term
regional or global average of temperature,
humidity, and rainfall patterns over seasons,
years, or decades. Human-induced climate
change is resulting in global warming, or the
long-term average heating of the Earth’s
surface. The United Nations
Intergovernmental Panel on Climate Change
has concluded in its most recent report that
human activities have unequivocally caused
global warming. Climate change is already
impacting the lands and waters on which we
live and the health of our communities. Island
communities such as those on Hawaiʻi Island
are at the forefront of climate change due to
impacts like sea level rise. Our small
population and island geography mean that a
single climate change event has cascading
effects that significantly impact the health of
the land and people.
The County has a dual role to play: climate
mitigation and climate adaptation. Climate
mitigation refers to actions that reduce the
flow of greenhouse gases (GHG) into the
atmosphere, either by reducing sources of
these gases or enhancing the sinks that
accumulate and store these gases. Although
Hawaiʻi Island alone will not reverse global
GHG emissions, we can lead by example and
set a precedent for other island states to
become more sustainable. Hawaiʻi has the
highest energy cost of any state in the United
States. Reducing fossil fuel use can relieve the
burden of energy and fuel costs, especially in
the face of global shocks and stressors that
increase the price of imported fossil fuels.
Addressing Climate Change for Island-Wide Health DRAFT
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Climate Mitigation
The natural carbon cycle includes sources that
emit GHGs and sinks that sequester GHGs.
Greenhouse gases include carbon dioxide,
methane, nitrous oxide, and fluorinated
gases. The “greenhouse gas effect” occurs
when GHGs trap heat by reducing the release
of infrared light waves back into the
atmosphere. GHG sources in Hawaiʻi County
include emissions from energy,
transportation, waste, wastewater, and
agriculture, forestry, and other land use
(AFOLU). Land development and
underdevelopment have led to deforestation
and biodiversity loss, decreasing natural
carbon sinks on Hawaiʻi Island. Emissions are
expected to grow in all sectors with population
growth, increases in electricity use and
vehicle miles traveled (VMT), waste
production, and new development.
Transportation
Transportation is the primary source of
emissions on Hawaiʻi Island. Due to the rural
geography of the island and the distance
between urban socioeconomic hubs and
residential areas, many residents have long
commutes. Airline transportation also
contributes significantly to greenhouse gas
emissions, as the only transportation to and
from the island is by air.
Energy and Electricity
On- and off-grid energy production and
electricity use make up the second largest
source of emissions on Hawaiʻi Island. Energy
production provides electricity, air
conditioning, and heat. One of the most cost-
effective ways of reducing energy emissions
is by making buildings more energy efficient,
as improving energy standards costs less than
1 cent per kWh saved. Building energy
efficiency refers to how effectively
infrastructure uses energy generated. For
example, buildings that are designed with
natural cooling systems, such as windows and
doors that allow for cross-ventilation or siding
that better reflects sunlight, require fewer
fans or small air conditioning units. Upgrading
appliances such as light bulbs, refrigerators,
and washing machines also reduces electricity
usage. New building development inevitably
increases GHG emissions by adding load on or
off the grid. New development also includes
embodied emissions from harvesting,
transportation, and construction of materials.
The island has a long history of utilizing
renewable energy. In 1888, Hilo was the site
of one of the first hydropower projects in the
state. Hawaiʻi Island also has the state’s only
geothermal plant, Puna Geothermal Ventures,
founded in 1993. Since then, Hawaiian
Electric has committed to cut its carbon
emissions by 70 percent by 2030.
Homes in Hawaiʻi use 40 percent less
electricity on average than the national
average. However, Hawaiʻi has the highest
energy cost of any state in the country, at
42.37 cents per kWh compared to the national
average of 12.52 cents. These high prices
Opportunities for decreasing use of cars and
improving commutes is further discussed in the
Transportation section.
Addressing Climate Change for Island-Wide Health DRAFT
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stem from Hawaiʻi’s dependence on energy
importation, as Hawaiʻi uses 12 times more
energy than it produces and pricing structures
are dependent on the cost of foreign oil, even
for renewable energy generation. Foreign oil
generates 60 percent of Hawaiʻi’s energy.
Waste and Wastewater
Solid waste and wastewater were the third
and fourth highest contributing sectors for
Hawaiʻi County emissions. Waste
minimization feeds into economic
development, cesspool management, and
toxic leakage.
Agriculture, Forestry, and Other
Land Use
Agriculture, forestry, and other land use is a
carbon sink for Hawaiʻi Island. However,
increased development, deforestation, and
certain farming practices can become carbon
sources. The County will need to preserve
open spaces and forested lands to maintain
carbon sinks.
Climate Adaptation
Climate adaptation refers to actions that
adjust to actual or expected future climate to
reduce risks from the harmful effects of
climate change and maximize any potential
benefit opportunities. The effects of climate
change that are already starting to impact
Hawaiʻi Island include increased air and sea
surface temperature, drought, extreme
rainfall, sea level rise, and increased
hurricanes. These climate change hazards
exacerbate and are exacerbated by other
hazards including wildfire, riverine flooding,
landslides, high winds, and coastal flooding.
Climate change poses a threat to critical
infrastructure and services, including
structures, roads, bridges, potable water and
watersheds, wastewater, parks, and
emergency services. Climate change also
poses a threat to human health, both through
the effects of hazards and increased heat
exposure.
Opportunities for climate-conscious land
development are further discussed in the Land Use
section.
Opportunities for increasing renewables and
energy efficiency are further discussed in the
Public Utilities section.
Opportunities for reducing waste are further
discussed in the Public Facilities and Public
Utilities sections.
Addressing Climate Change for Island-Wide Health DRAFT
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Table 1: Challenges
Climate Mitigation • Heavy reliance on fossil fuels for electricity generation and transportation,
inefficient energy use, and increasing waste and wastewater production from
commercial, industrial, and residential activity emits increasing amounts of
greenhouse gases.
• Historical deforestation and degradation of native ecosystems and open spaces
reduce carbon sinks.
• Rising greenhouse gas emissions increase air and sea surface temperatures.
• Hotter air temperature poses risks to human and environmental health and will
impact migration patterns/displace humans and other animal and plant
species.
• Increased temperature places greater demand on energy systems.
• A warmer ocean and more acidic ocean stresses coral reef ecosystems.
• Affordability
Climate Adaptation • Rising global air and sea surface temperatures are changing rainfall patterns
which may impact the frequency and intensity of future drought and extreme
rainfall events.
• Drought has cascading effects on agriculture, native ecosystems, social
systems, and the economy.
• Severe rainfall events, compounded by flooding and landslides, increase risks
to critical infrastructure and communities and disrupt emergency services.
• Tropical cyclones are becoming more powerful and possibly more frequent due
to climate change, which compounds risks from other hazards. Tropical
cyclones and storm surges pose risks to infrastructure and jeopardize public
safety.
• Sea level rise is accelerating and projected to continue to rise, even if future
GHG emissions are reduced to net zero and global warming is halted.
• Coastal flooding and erosion from high tides, waves, and storm surges are
increasing, driven by rising sea levels and other climate change effects.
• Riverine flooding and landslides compound the impacts of coastal flooding and
erosion along the island’s coastline.
• Cultural resources and coastal ecosystems will be impacted by coastal flooding
and storm surge.
• Critical infrastructure, homes, and other community assets along the coastline
are exposed to coastal hazards exacerbated by sea level rise.
• Sea level rise jeopardizes shallow groundwater aquifers used for drinking
water wells and degrades water lines and wastewater systems, which leak into
groundwater aquifers and coastal ecosystems.
• Wildfires compounded with heavy rainfall events, hot dry weather, and
windstorms increase the risk to native ecosystems and human health.
Addressing Climate Change for Island-Wide Health DRAFT
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Table 2: Opportunities
Climate Mitigation • Increasing the use of green technology will increase the energy independence
of individuals and businesses on the island.
• Pursue innovative solutions that help achieve various goals such as waste to
energy and micronuclear.
• The Hawaiʻi Island resource portfolio has the most diverse set of renewable
sources in the state. These resources will greatly reduce fossil fuel use,
decreasing the cost of electricity and gas.
• Well-planned development can increase individual agency and access to
multimodal transportation.
• Reducing waste decreases toxic runoff and water table pollution, supporting
healthy watersheds and soil.
• Conservation of forest canopy and reforestation decreases stream diversion
and increases water tables.
• Increasing the repurposing of waste can create local jobs and support
businesses.
• Generating energy locally can create more well-paying jobs in the energy field.
• Accessing carbon credits can support the conservation of local forests, fund
more conservation jobs and preserve cultural staples.
• Greening urban areas increases the availability of cool areas for vulnerable
populations to live and recreate.
• Incentivizing cesspool conversions can protect coral reefs and therefore the
industries and species that rely on them.
• Integrating energy savings and waste management provides an opportunity to
mitigate greenhouse gas emissions in new development.
Climate Adaptation • Reducing the risks of flooding, landslides, and fire reduces the cost and the
greenhouse gas emissions associated with the reconstruction of infrastructure
and the need for alternative routes which increase emissions during road and
bridge outages.
• Increasing equitable resilience to climate hazards will benefit historically
marginalized and frontline communities and communities that have been
made vulnerable to climate change impacts.
• Limiting new development in fire and drought-prone areas would reduce
economic loss to landowners and businesses.
• Fire risk reduction around communities potentially limits fire spreading into
upland areas, reducing fire-driven forest loss.
• Retrofitting or relocating bridges and roads provides an opportunity to reduce
greenhouse gas emissions by reducing miles traveled
• Retrofitting can be accomplished within existing maintenance schedules of
County facilities for increased resilience.
• Proactive maintenance of parks and recreational areas can continue to provide
equitable access to resources in the face of changing landscapes.
• New shoreline setback rules would expand open space along the shoreline to
support coastal ecosystems such as anchialine pools.
Addressing Climate Change for Island-Wide Health DRAFT
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Climate Change Goal
Objective 1
Ensure that climate actions are equitable and uplift historically marginalized
and disadvantaged communities.
Policies
1.1 Prioritize and support existing community-led organizations, businesses, and programs
through County purchasing and procurement policies.
1.2 Prioritize and support Low- and Moderate-Income (LMI) communities through tax
incentives, grants, and financial support provided to community members.
1.3 Prioritize projects in communities that experience disproportionate impacts of climate
disasters.
1.4 Consider financial, time barriers, geographic constraints, and language accessibility
when conducting community outreach.
1.5 Improve communication of climate risks and opportunities for adaptation.
1.6 Help communities become fire adapted as they prepare for climate change.
1.7 Expand urban forestry benefits to disadvantaged communities.
1.8 Support social science research and applications to help address environmental justice
and intergenerational equity.
1.9 Include native Hawaiian traditional knowledge and practices in planning for the impacts
of climate change.
Priority Actions
1.a Increase transparency of government actions by creating a climate change dashboard
and portal to track the implementation of climate action. PROJECT
1.b Engage communities by incorporating place-based knowledge and qualitative data to
guide implementation priorities and decision-making. PROGRAM
We ensure a just transition to a climate resilient island by addressing the
causes and impacts of climate change through incorporating equitable
climate mitigation and adaptation priorities into policies, programs,
infrastructure, and decision-making.
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1.c Promote funding opportunities for Low- and Moderate-Income (LMI) communities to
implement climate action, including interactive videos and workshops that meet
communities where they are. PROJECT
Objective 2
Achieve net carbon neutrality by 2045.
Achieve a 100 percent renewable-powered County fleet by 2035 and 100
percent renewable ground transportation by 2045.
Support the achievement of 70 percent renewable energy for the
electricity sector by 2030, with 40 percent from renewables and 30
percent from efficiency, and 100 percent by 2045.
Policies
2.1 Create codes and efficiencies that integrate affordable housing and carbon neutrality.
2.2 Require energy efficiency designs in all new County facilities and upgrade existing
facilities with energy-efficient systems.
2.3 Support building code updates that incentivize energy-efficient designs and climate-
neutral building methods and materials.
2.4 Implement the use of technologies, techniques, and materials in building design,
construction, and removal that minimize the ecological footprint over the life cycle of the
structure.
2.5 Encourage and incentivize large developments to meet energy sustainability certification
standards.
2.6 Strive for energy sustainability certification for new County buildings or when renovating
existing buildings for County use.
2.7 Prioritize energy-efficient designs, energy-efficient systems, and waste reduction and/or
reuse at County facilities.
2.8 Evaluate Capital Improvement Projects for energy efficiency and carbon reduction,
including the cost savings related to improved design.
2.9 Partner with government, private and nonprofit agencies, and other stakeholders to
develop comprehensive and coordinated strategies promoting energy and water
conservation to strive for climate change resilience.
2.10 When evaluating public investments, including acquisition, siting, and design, consider
the potential of natural areas for carbon sequestration and provide climate adaptation
and mitigation opportunities.
2.11 Integrate urban forestry into all scales of planning.
2.12 Develop carbon-emission standards and an incentive program aimed at achieving County
carbon-emission goals.
2.13 Mandate reporting of energy use of all County facilities annually.
Addressing Climate Change for Island-Wide Health DRAFT
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2.14 Program the upgrading of the vehicle fleet and equipment to zero emissions.
2.15 The Mass Transit Agency shall operate a zero emissions fleet by 2035.
2.16 Prioritize the installation of electric vehicle chargers at community facilities, for both
County vehicles and public parking.
2.17 Mandate reporting of all new County vehicle purchases including average mpg, emissions
equivalent per gallon of fuel (or kWh), and estimated annual operation and maintenance
costs.
Priority Actions
2.a Develop and provide incentives for new development/redevelopment to pursue
certification for “green” site planning, construction, and post-construction practices.
PROJECT
2.b Adopt policies and strategies across all County departments to reduce GHGs and become
more resilient to the impacts of climate change. PROJECT
2.c Develop a county purchasing policy to prioritize products with low emissions over their
lifecycle and resiliency to the impacts of climate change. PROJECT
2.d Develop and implement incentives for energy efficient/green design standards. PROJECT
2.e Prioritize urban tree inventories for primary urban areas such as Downtown Hilo,
Waimea, and Kailua-Kona. PROJECT
2.f Develop procedures to include street trees as part of public capital improvement
projects. PROJECT
2.g Develop energy benchmarking standards for Hawaiʻi County buildings. PROJECT
2.h Develop and implement an electric vehicle charging plan with a station network map
that identifies regional gaps in service. R&D Phase 1 PROJECT
2.i Create a fleet transformation plan for each County department. PROJECT
2.j Partner with government, private and nonprofit agencies, and other stakeholders to
increase community-wide awareness and accessibility regarding reducing transportation
costs and emissions (i.e., the impact of keeping tires inflated on the efficiency of cars)
through education awareness programs. INTERAGENCY COORDINATION
2.k Develop and implement a streamlined framework to report annual energy use of all
County facilities and all new County vehicle purchases. PROJECT
Addressing Climate Change for Island-Wide Health DRAFT
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Objective 3
Improve the identification of climate change threats, assessment of
potential consequences, and evaluation of adaptation options.
Policies
Climate change threats
3.1 Use accurate and up-to-date scientific predictions and observations related to climate
change impacts to guide adaptation policy and future land use decisions.
3.2 Support local and regional climate change modeling and monitoring programs.
3.3 Collaborate with government, private and nonprofit agencies, and other stakeholders to
monitor impacts that may be specific to Hawaiʻi County due to its unique exposure to
climate change and sea level rise impacts.
3.4 Improve assessments of climate change threats and potential consequences to
determine specific geographic areas impacted and projected financial cost.
Assessment of consequences
3.5 Climate change adaptation shall be considered in County budgetary, land use, and other
decision-making processes.
3.6 Implement a sea-level rise planning and policy benchmark of 4 feet by 2100 and 6 feet
for public infrastructure projects and other projects with a low tolerance for risk.
3.7 Prioritize the preservation and restoration of natural landscape features, such as coral
reefs, beaches and dunes, forests, streams, floodplains, and wetlands, that have the
inherent capacity to avoid, minimize, or mitigate the impacts of climate change.
Evaluation of adaptation
3.8 Develop adaptation strategies (e.g., protection, accommodation, managed retreat, and
preservation) for capital improvements to assure that the project’s useful life and service
expectations can be met in the face of projected climate change impacts.
3.9 Design and maintain infrastructure, including roads, buildings, and stream crossings, to
accommodate increases in flooding and geologic hazards such as landslides.
3.10 Partner with communities to develop adaptation strategies (e.g., protection,
accommodation, managed retreat, and preservation) for vulnerable areas including
conducting vulnerability assessments and assessing land use and land availability.
3.11 Partner with government (e.g., State Office of Planning and Sustainable Development
[OPSD]), private and nonprofit agencies, and other stakeholders to analyze conservation
buffers to accommodate shifting native habitats impacted by climate change, particularly
wetlands and high-elevation forests.
Addressing Climate Change for Island-Wide Health DRAFT
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Priority Actions
3.a Conduct detailed vulnerability mapping of existing and planned infrastructure. PROJECT
3.b Support and partner with government, private and nonprofit agencies, and other
stakeholders on research for adaptive policies and technology that increase resilience.
INTERAGENCY COORDINATION
3.c Incorporate appropriate green building or climate-resilient specifications into competitive
bids. PROGRAM
3.d Adopt a land acquisition program with potential leaseback options for the purchase of
hazard-prone locations or those with beneficial attributes for climate adaptation and
mitigation. PROGRAM
3.e Collaborate with government, private and nonprofit agencies, and other stakeholders
(e.g., scientists, engineers, and development representatives) to implement
environmentally beneficial upgrades for wastewater, irrigation, and/or landscaping,
including sea level rise, storm, and other climate change considerations. INTERAGENCY
COORDINATION
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SUSTAINABLE
DEVELOPMENT AND
RESILIENT
COMMUNITIES
Sustainable Development and Resilient Communities DRAFT
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Section 1:
Land Use Organization
1.1 Introduction
1.2 Urban
1.3 Rural
1.4 Agriculture
Sustainable Development and Resilient Communities DRAFT
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1.1: Introduction
On Hawaiʻi Island, land use planning plays a
vital role in balancing the needs of the
environment, community, and economy. The
island’s unique natural beauty and delicate
ecosystems, including its diverse forests,
coastal areas, and volcanic landscapes,
require careful consideration and responsible
stewardship to ensure their preservation for
future generations. Land use refers to the
allocation, management, and development of
land resources in a particular area. This
involves determining how land is utilized for
various purposes, such as residential,
commercial, agricultural, industrial, or
conservation. Land use planning, on the other
hand, is the process of guiding and regulating
land use decisions to achieve sustainable
development and create healthy and resilient
communities.
Sustainable development is a key objective of
land use planning for the County. By
strategically designating areas for different
land uses, such as promoting agriculture in
fertile regions, developing commercial areas
in appropriate locations, and preserving
native ecosystems, land use planning helps to
create a balance that supports economic
growth while protecting our natural and
cultural resources. Land use planning is
essential for cultivating healthy and resilient
communities on Hawaiʻi Island. This process
involves considering factors such as access to
healthcare, transportation infrastructure,
recreational spaces, public services, and
affordable housing. By promoting mixed-use
developments and compact urban planning,
land use planning aims to create Live-Work-
Play communities, or livable neighborhoods
that minimize commuting, encourage physical
activity, and enhance social interactions.
Additionally, land use planning is critical to
disaster resilience. Given our vulnerability to
natural hazards and the impacts of climate
change, responsible land use decisions can
help reduce the risk and impact of such
events. Land use regulations, such as County
zoning and General Plan designations, among
others, can promote the preservation of
natural buffers and contain development
where sensible, ensuring that communities
are better prepared for and protected against
potential disasters.
The land use element of the General Plan is
intended to be used as a policy guide for
coordinated growth and sustainable
development across our island. As required by
the State Planning Act, this section contains
goals, policies, standards, and
implementation priority actions to define
patterns of future growth and guide the
location and density of land uses within the
County. The land use section seeks to
establish the most desirable use of land for
residential, recreational, agricultural,
commercial, industrial, and other purposes
which shall be consistent with the proper
conservation of natural resources and the
preservation of our natural beauty and
historical sites.
The land use section is a land-based synthesis
of the values, goals, and objectives of the
other sections comprising this Plan. This
component guides where and how land uses,
infrastructure, and services should be
directed to promote and protect the values of
the people of Hawaiʻi Island and to best
achieve the goals and objectives outlined in
the various elements of the Plan.
Sustainable Development and Resilient Communities DRAFT
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Table 3: Land Use Key Trends
Population Centers and
Density
• Population centers are both rural and urban. Low population density exists in both rural and urban areas
throughout the island. There is an average of 1,488 people living in every square mile of urban areas and
an average of 18 persons per square mile in rural areas.
• The 2020 Census identified 3 urban areas: Hilo, Kailua-Kona, and Waikoloa
• The majority (approximately 60%) of the County’s population lives in rural areas – no change is expected
through 2045. In contrast, nationwide, 20% of the population lives in rural areas.
Changing and
Aging
Population
• Over the next 25 years, the population growth rate is expected to decline from an average of 2.3% per annum to about 0.9% per annum. In 2045, the resident population is forecast to be approximately 273,232,
which is a 35% increase since 2018.
• During the last two decades, there has been an average of 2,338 births and 1,458 deaths per year in the
County, resulting in a net increase of almost 880 people annually.
• About 90% of the growth on average is through immigration.
• In 2018, 67,293 Hawaiʻi State residents moved to the mainland; they were partially replaced by 54,074 mainlanders who moved to the State for a net out-migration from Hawaiʻi of 13,219.7
• The population over age 65 is expected to grow by 44% by the year 2045. In 2020, the largest cohort of
the population was between the ages of 60 to 69.
Housing
Affordability
and Choice
• In 2010, 42% of owner-households with a mortgage and 45% of all renter-households were paying more
than 30% of their income for housing. By 2020, this had decreased slightly to 39% and 43%, respectively. A majority of those could be considered severely shelter-burdened.
• Nationally, 30% of households paid more than 30% of their income on housing in 2020. The State of Hawaiʻi continuously ranks in the top 3 highest shares of shelter-burdened, nationally.
• Approximately 43% of the housing units were deemed unaffordable in 2020.
• Hawaiʻi has one of the highest overcrowding rates in the country, at 7.7%. The level of overcrowding varies across the island with Kaʻū, Waimea, South Kona, and Upper Puna experiencing overcrowding rates in the
double digits. However, on average, Hawaiʻi County’s overcrowding rate is still the lowest among all
Hawaiʻi’s counties.
• Relative to the countywide average, the rural communities have the largest percentages of housing that
are affordable. In contrast, the North Hilo-Hāmākua Coast Villages and North Kona have the lowest
percentages of affordable housing. Most of the County’s total stock of affordable housing is in Puna (24.2%), Hilo (21.7%), and North Kona (23.3%). However, these numbers do not address the needed
capacity of affordable housing based on demand.
Shifting Visitor
Accommodation
Types
• Most visitor units are in South Kohala and North Kona.
• With the upward trend in visitor arrivals expected to increase through 2045, increasing demand for visitor
units is expected. With this growth comes the challenge of planning for their impact on the local economy, especially regarding transient accommodation rentals.
• The number of transient accommodation rental units is beginning to trend higher than hotel units that once dominated the visitor accommodation industry.
• There is also a shift in the type of visitors away from the major resort areas, which may put stress on the environment of other areas.
Job Availability and Growth • The average annual growth rate for jobs averaged 1.4% since 2005, mirroring population trends, and it is
expected to mirror population trends experiencing a slight decrease in the growth rate for the next several decades.
• The three primary economic sectors of the County’s economy are the service-producing sector, the goods-producing sector, and agriculture. The service-producing sector (e.g., education, health, accommodation,
entertainment, food, etc.) is by far the largest, representing over 85% of employment. Roughly 9% of
employees work in goods-producing jobs (construction and manufacturing). The agriculture sector
represents about 6.5% of employment.
• More than two-thirds of workers are employed in one of five key industries: educational service, healthcare,
and social assistance (about 18%); arts, entertainment, recreation, accommodation, and food services (about 15%); retail trade (about 10%); professional, scientific, management, administrative, and waste
management (about 9%); and construction (about 7%).
• In 2020, 14% of the County’s population was below the poverty line. State and national statistics were
nearly 9.3% and 11.4%, respectively.
• The Hawaiʻi Financial Health Pulse survey (2019) found that just under a quarter of Hawaiʻi residents
surveyed, or 23%, work more than one job.
7 https://uhero.hawaii.edu/aloha-oe-population-migration-between-hawaii-and-the-u-s-mainland/
Sustainable Development and Resilient Communities DRAFT
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Table 4: Land Use Challenges
Infrastructure • Low infrastructure capacity and high costs to develop new systems.
• State land use designations and related requirements within or adjacent to Urban Growth Areas limit the
ability to increase densities.
• Existing single-family dwellings and lot sizes fail to achieve the desired density.
• Landowners and developers may incur the costs of constructing and operating private systems or upgrades due to the insufficiency and lack of wastewater systems in many areas. The shortage of licensed operators
also increases operating costs and makes it more difficult to establish new private systems.
• County roadway standards aren’t modernized and remain a major cost to development.
• Pervasive strip mall infrastructure and minimal transit-oriented developments paired with disconnected routes create congestion issues for commercial areas.
Regulations • Building code requirements affect construction costs and the ability to create multi-use buildings.
• Multiple layers of land use control and review require coordination between government agencies at the
state and county levels.
• There are varying layers of code that are conflicting or inconsistent. Code requirements are also limited in
integrating climate mitigation goals around reduced building materials and non-car-centric design.
• The current regulatory process dictates that the State Land Use Commission must preside over boundary
amendments that exceed 15 acres, which limits the efficiency of ensuring consistency in the land use
pattern.
• Zoning must be updated in certain areas to reflect shifting trends and land use preferences.
• There is no Transfer of Development Rights (TDR) program to preserve open space and achieve density
to remain consistent with the desired land use pattern.
• The State's historic review process has been cumbersome.
Funding and Financing • There is a need for gap financing that exceeds what a single lender or incentive program can fill.
• Additional capacity in development financing and specific community development financing is needed to
increase the production of projects in the County.
• There is high demand for a limited pool of incentives and financing subsidies for affordable housing.
• Affordable housing projects in the County face higher financing gaps than projects elsewhere in the State.
Market Conditions • There are inconsistencies between development costs and prices
the market can support.
• Greenfield development in areas such as Puna is significantly
cheaper than infill development in existing urban areas.
• Lower household incomes result in lower purchasing power,
which makes underserved subdivisions the primary market for many homebuyers.
• Challenging site characteristics such as soil conditions and topography increase development costs.
• Market cycles and permitting requirements often do not coincide resulting in uncertainty and increases in processing times and
costs. These challenges are exacerbated by performance
conditions based on time versus appropriate mitigation conditions.
Land Use
Compatibility • Legacy zoning, such as industrial lands from the sugar plantation era, is not always consistent with the community's vision.
• Productive agricultural land use designations often do not coincide with productive agricultural activities.
• There is a common perception that all development is contrary to protecting natural and cultural resources.
Public Engagement • NIMBYism can present barriers to
collaborative processes.
• General misunderstanding and
misinformation about land use
policies can delay and disrupt strategic land use patterns.
• Public hearing processes can become political rather than
regulatory processes.
Performance conditions
are essentially requirements or
obligations that an applicant must
complete before certain rights or
obligations can take effect.
Not In My Backyard (NIMBY) is a characterization of
opposition by residents to proposed developments in their local area,
often due to concerns about potential negative impacts on the
environment, property values, and quality of life. NIMBY protests have
evolved over time, impacting the gentrification of neighborhoods and
housing affordability.
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Table 5: Land Use Opportunities
Infrastructure • County departments are encouraged to develop a collaborative infrastructure capacity plan with
prioritization of projects based on desired growth areas and preferred density as identified by the General
Plan.
• Coordinate with the Department of Health (DOH) to address unique land use situations on the island related
to individual wastewater systems (IWS) and prioritization of resources.
• Increase housing density by utilizing additional dwelling units (ADU) in existing residential districts served
by adequate utilities.
• Facilitate innovative public and private partnerships in infrastructure investment for targeted growth areas.
• County departments can provide greater flexibility in privately owned and maintained infrastructure
concurrency requirements.
Regulations • Remove barriers to residential development in the appropriate districts to reduce development timelines, increase housing stock availability, and increase affordability.
• Review and update the Building and Zoning Codes to allow for more flexibility.
• Collaborate across State and County agencies to facilitate efficient and effective land use processes.
• Advocate allowing for County-initiated State Land Use Commission District Boundary Amendments to meet
the preferred land use pattern.
• Program the initiation of rezoning in targeted growth areas.
• Support and streamline the process of infill development.
• The most direct role that the County plays in economic development is through land use regulation (i.e.,
permitting efficiency, transparency, predictability, and certainty) and property tax policy.
• Invest in the provision of strategic infrastructure including roads, water, and/or wastewater improvements
to encourage higher density development in targeted areas.
• Work with the State Historic Preservation Division (SHPD) to determine when there is a need to review a
project related to the identification of cultural sites and practices.
• Work with SHPD to create standards related to the assessment of a project’s effects on cultural sites and
practices.
• Establish a framework for cultural impact assessments including recognizing findings and recommendations
of prior cultural impact assessments within the same ahupuaʻa for new projects.
Funding and
Financing • Partner with the State and other counties to create a capacity-building plan for County departments, local developers, and community stakeholders.
• Leverage different financing mechanisms to support development and redevelopment, including Business/Community Improvement Districts, Tax Increment Financing, Community Facilities Districts, and
Opportunity Zones.
• Seek and pursue additional capital stack opportunities and tax incentives for (re)development.
Market
Conditions • Diversify economic drivers.
• Utilize creative solutions and partnerships to encourage, support, and prioritize infill development before
expanding to greenfield areas.
• Make vacant and underutilized government-owned lands available for affordable housing or other
(re)development, especially in or adjacent to urbanized areas with adequate or expandable infrastructure.
• Seek to acquire land for affordable housing developments and other redevelopment opportunities.
Land Use
Compatibility • Eliminate unpermitted non-conforming uses and ensure proper land use patterns to ensure urban areas are
used accordingly.
• Strategically use zoning to ensure proximate compatible and complementary uses that improve the vitality of urban areas.
• Regularly evaluate supply and demand to prioritize needed land use challenges.
Public
Engagement
• Encourage affordable housing projects to meet
the needs of neighborhoods (YIMBYs).
• Apply strategies to engage stakeholders that go
beyond legal notice requirements.
• Reinforce the alignment between community
values and the General Plan and Community
Development Plans.
• Demonstrate smart growth development.
Yes, In My Backyard (YIMBY) proponents are
generally concerned with creating density and growth
in their communities, often with an emphasis on
affordable housing. The YIMBY movement is a
progressive effort toward the goal of achieving
affordable, sustainable, and inclusive housing for all
residents.
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Land Use Goal
Objective 4
Maintain community character and land use compatibility.
Policies
4.1 The development of commercial facilities should be designed to reflect the character of
the community while providing desired services and mitigating impacts on the
surrounding environment.
4.2 In those cases where provisions of the zoning and subdivision code are inconsistent with
the character of surrounding neighborhoods, variances, or Planned Unit Developments
(PUD) that maintain consistent village/town character should be encouraged.
4.3 Zoning, subdivision, and other applicable ordinances shall provide for and protect open
space areas.
4.4 Support mechanisms, such as Planned Unit Development and Cluster Plan Development,
that cluster density to preserve open space, recreational areas, or scenic viewsheds.
4.5 Discretionary permit applications for uses that may impact view planes to and along the
coastline, and areas of natural beauty should take into consideration visual impact
assessments and propose conditions to mitigate scenic impacts where appropriate.
4.6 In the review of discretionary permits, consider land use compatibility to ensure
proximate compatible and complementary uses and appropriate mitigation measures.
4.7 Power distribution should be placed underground when and where practical.
4.8 Encourage developers of new urban areas to place utilities underground.
4.9 Route selection for high-voltage transmission lines should include consideration for
setbacks from major thoroughfares and residential areas. Where feasible, delineate
energy corridors for such high-voltage transmission lines.
We strategically apply progressive land use strategies incorporating
indigenous and contemporary knowledge and place-based practices to
direct and manage growth for the health and safety of our communities.
Sustainable Development and Resilient Communities DRAFT
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Priority Actions
4.a Develop a process for County-initiated State Land Use boundary reclassification.
PROJECT
4.b Create “Village Plans” for unique urban areas that include considerations for urban
design, aesthetic quality, and the protection of amenities in adjacent areas through
landscaping, open space, and buffer areas. PROJECT
4.c Develop subdivision standards that make a distinction between agricultural, rural, and
urban land uses. PROJECT
4.d Define the types of open space that are sought to be protected and establish standards
to be applied to ensure its protection. PROJECT
4.e Conduct a review and re-evaluation of the real property tax structure to assure
compatibility with land use goals and policies. PROJECT
4.f Study the feasibility of, issues, and opportunities related to the development of a
Transfer of Development Rights (TDR) program to strategically preserve open space and
achieve density to remain consistent with the desired land use pattern. PROJECT
Objective 5
Increase the integration of natural systems planning.
Policies
5.1 Protect and enhance Hawaiʻi’s shoreline, open spaces, and scenic resources.
5.2 During discretionary permit applications, the Planning Director may require a pedestrian,
equestrian, and/or bicycle path when it is possible and safe to connect to existing or
future drainage or active living corridors.
5.3 Proposed discretionary permits for large development projects (200+ units) in the North
Kohala, South Kohala, North Kona, South Kona, and Kaʻū Districts should be designed
to be as water neutral as reasonably possible through water conservation, recharge, and
reuse measures to reduce the water footprint.
Priority Actions
5.a Amend the Zoning Code to create a category for lands that should be kept in a largely
natural state, but that may not be in the Conservation District, such as certain important
view planes, buffer areas, and very steep slopes. The zoning category should include
reasonable land uses. CODE AMENDMENT
5.b Amend the Zoning Code and Subdivision Code to allow Cluster Plan Developments to be
applied to all zoning districts with appropriate building site standards. CODE
AMENDMENT
5.c Collaborate with the State Office of Planning to create criteria for Ka Pa‘akai analysis.
INTERAGENCY COORDINATION
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Objective 6
Increase equitable planning and decision-making processes.
Policies
6.1 Ensure there is necessary and adequate on-site infrastructure for development projects.
6.2 Ensure affordable housing requirements that meet the demand created by the
development.
6.3 The County may impose incremental and conditional zoning that would be based on
performance requirements that focus on addressing the impacts of the proposed
development.
Priority Actions
6.a Collaborate with the State Historic Preservation Division (SHPD) to create clear guidance
for when there is a need to review a project related to the identification of cultural sites
and practices. INTERAGENCY COORDINATION
6.b Implement efficiencies to make development decisions predictable, fair, and cost-
effective. PROGRAM
6.c Evaluate concurrency requirements that would impose reasonable and fair infrastructure
concurrency requirements on all developments. PROGRAM
6.d Amend the Zoning Code to allow for Planned Unit Developments (PUD) to become
administrative permits and subject to the approval of the Planning Director. CODE
AMENDMENT
6.e Provide flexibility within the Zoning Code to accommodate emerging new industries
through the Use Permits or allow new uses that do not conflict with the purpose and
intent of the existing zoned district. CODE AMENDMENT
Objective 7
Reduce the threat to life and property from natural hazards and
disasters.
Policies
7.1 Enact additional land use and building structure regulations in areas vulnerable to severe
damage due to the impact of waves or inundation.
7.2 Review land use policy as it relates to floodplains, high surf, and tsunami hazard areas.
7.3 Consider natural hazards in all land use planning and permitting.
7.4 Discourage intensive development in areas of high volcanic hazard.
7.5 Discourage public investment/infrastructure that supports increases in density, while
allowing such investment to support existing residents and facilities.
7.6 Reduce development intensity in identified high-risk hazard areas.
7.7 Incorporate hazard mitigation strategies into policies and planning decisions using the
most conservative models in delineating hazard areas.
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7.8 Encourage the development and implementation of Community Wildfire Protection Plans
and Firewise Community Certification for communities with high wildfire risk.
7.9 Encourage the use of natural features to provide buffers from hazards.
Priority Actions
7.a Update the Building Code to maintain cost-effective standards to resist hazards and
reduce carbon footprint. CODE AMENDMENT
7.b Adopt natural hazard overlay zones and set appropriate conditions for land use, siting,
and design within high-risk zones. PROJECT
7.c Amend the Zoning Code to establish building setbacks for inland cliffs. CODE
AMENDMENT
7.d Collaborate with the Federal Emergency Management Agency (FEMA) to regularly update
flood studies and refine flood zone designations. INTERAGENCY COORDINATION
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Overview of Land Use Maps
Purpose and Authority of the General Plan Land Use Map
The designated land uses are delineated on the General Plan Land Use Map. The broad-brush
boundaries indicated are graphic expressions of the General Plan policies, particularly those
relating to land use. They are forward-looking, long-range guides to the general location and will
be subject to a) existing zoning; and b) the State Land Use District. While some future actions
must be consistent with the General Plan, it is not retroactive and does not change existing
subdivisions or zoning. Similarly, the acreages allocated represent alternatives for the various
levels of economic activity and supporting functions, such as resort, residential, commercial, and
industrial activities. The land use pattern is a broad, flexible design intended to guide the direction
and quality of future developments in a coordinated and rational manner. The General Plan Land
Use Map indicates the general location of various land uses in relation to each other.
Interpretation
Interpretation of the General Plan Land Use Map should be reviewed against the following
criteria: parcel boundaries, census block groups, place types, County zoning designations, State
land use designations, and Community Development Plan (CDP) guidance.8 Because of the scale
of the land use maps, the location of designated Natural lands should be verified by more detailed
mapping when considering specific land use decisions.
8 POLICY 600 AUGUST 2019 DRAFT
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General Plan Land Use Maps and Designations
Table 6: Urban Land Use
GP DESIGNATION DESCRIPTION OPTIMAL RESIDENTIAL
DENSITY
(DU/ACRE)
POSSIBLE ZONING
DESIGNATIONS
High-Density
Urban
General commercial, multiple-family residential, and related
services. Confined to Urban Growth Areas.
36-60 RM, RCX, V, CG,
CDH, MCX, ML
Medium- Density Urban Village and neighborhood commercial and single-family and multiple-family residential and related functions. Confined to
Urban Growth Areas.
13-35 RM, RD, RCX, V, CN, CV, CG,
MCX, ML
Low-Density
Urban
Residential, with ancillary community and public uses, and
neighborhood and convenience-type commercial uses.
3-12 RS, RM, RCX,
ML, V, CV, CN
Urban Expansion
Reserve
Allows for a mix of high density, medium density, low
density, industrial-commercial mix, and/or natural designations in areas where growth may be desirable, but
where specific settlement and infrastructure have not yet
been determined.
RS, RM, RCX,
CV, CN, CG, MCX, ML, UNV, V
Light/Service
Industrial
Uses include but are not limited to business parks, research
and development centers, product assembly, distribution centers, laboratories, cottage industries, and light service
industrial uses.
MCX, ML
Heavy Industrial Uses include but are not limited to landfills, quarries,
chemical plants, heavy equipment base yards, towing yards, and other uses with the potential to create public nuisance
conditions (e.g., noise, environmental impacts).
MG
University Public university, including ancillary public uses, residential,
and support commercial uses.
UNV. CG, CN, RM
Resort Uses include a mix of visitor-related uses such as hotels,
condominium hotels (condominiums developed and/or
operated as hotels), single-family and multiple-family
residential units, golf courses and other typical resort
recreational facilities, resort commercial complexes, and other support services.
V, PD, RS, RM,
CV, CN, MCX
Table 7: Rural Land Use
GP DESIGNATION DESCRIPTION OPTIMAL
RESIDENTIAL
DENSITY (DU/ACRE)
POSSIBLE
ZONING
DESIGNATIONS
Rural Situated outside of urban growth areas. Except where
noted, these areas should retain their rural character with
low-density residential development, supporting small-scale
commercial development, and agricultural land uses. Rural
areas should not be targeted with the development of major
public infrastructure or the extension of public sewer service
except where a documented health, safety, and/or welfare condition warrants such an expansion. (1/2-to-5-acre lot
sizes)
1-2 RA, FA
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Table 8: Agriculture Land Use
GP DESIGNATION DESCRIPTION OPTIMAL RESIDENTIAL
DENSITY
(DU/ACRE)
POSSIBLE ZONING
DESIGNATIONS
Productive
Agriculture
Lands with better potential for sustained high agricultural yields
because of soil type, climate, topography, or other factors. (5-acre
minimum lot size) Productive agricultural lands were determined by including the following lands:
• Lands outside of UGAs identified as “Important Agricultural Lands” on the 2005 General Plan Land Use Pattern Allocation
Guide maps.
• Lands outside of UGAs identified in the Agricultural Lands of
Importance to the State of Hawaiʻi (ALISH) classification
system as “Prime” or “Unique”. • Lands outside of UGAs classified by the Land Study Bureau’s
Soil Survey Report as Class B “Good” soils. (There are no Class A lands on the Island of Hawaiʻi) Lands classified as at least
“fair” for two or more crops, on an irrigated basis, by the USDA
Natural Resource Conservation Service’s study of suitability for
various crops. • In North and South Kona, the “coffee belt”, is a continuous band defined by elevation, according to input from area farmers.
• State agricultural parks.
1 per 5 (Note
that additional
density may be allowed with
permitted
additional farm dwellings)
IA, A
Extensive Agriculture Lands that are not capable of producing sustained, high agricultural yields without the intensive application of modern farming methods
and technologies due to certain physical constraints such as soil
composition, slope, machine tillability, and climate. These lands are
better suited for other less intensive agricultural uses such as grazing and pasture and can support additional residential densities
when situated near UGAs.
A, O
Table 9: Conservation Land Use
GP
DESIGNATION
DESCRIPTION OPTIMAL
RESIDENTIAL
DENSITY (DU/ACRE)
POSSIBLE
ZONING
DESIGNATIONS
Conservation Forest and water reserves, natural and scientific preserves,
areas in active management for conservation purposes, areas to
be kept in a largely natural state with minimal facilities consistent with open space uses, such as picnic pavilions and
comfort stations, and lands within the SLU Conservation
District.
O
Table 10: Other Land Use
GP DESIGNATION DESCRIPTION OPTIMAL RESIDENTIAL
DENSITY
(DU/ACRE)
POSSIBLE ZONING
DESIGNATIONS
Recreation Parks and other recreational areas, such as golf courses, and
shoreline setback areas.
O
Natural Lands to be kept in a largely natural state with minimal facilities consistent with open space uses along with agricultural land
uses. Includes areas vulnerable to natural hazards, steep
slopes, lava fields, and areas set aside for cultural and/or natural resource preservation purposes that are not necessarily
under active management.
A, O
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Land Use Map Key
The graphic below shows the location on the island of each of the individual land use maps
displayed on the following pages.
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Land Use Map 1
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Land Use Map 2
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Land Use Map 3
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Land Use Map 4
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Land Use Map 5
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Land Use Map 6
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Land Use Map 7
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Land Use Map 8
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Land Use Map 9
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Land Use Map 10
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Land Use Map 11
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1.2: Urban Growth Areas
The Urban Growth Areas include high-density
Transit Oriented Development (TOD),
medium-density Traditional Neighborhood
Development (TND), and low-density Urban
Neighborhood Centers. These centers provide
physical, social, governmental, and economic
concentrations and easier access to services,
recreation, and employment activities.
To integrate land use planning and
infrastructure planning, the urban centers
have been designated based on Smart Growth
principles9. This ensures that land use
patterns and infrastructure availability help us
achieve our intentional sustainable
development goals. More specifically, urban
centers have been designed to create
compact, walkable, mixed-use spaces with a
purposeful density that helps reduce the need
for driving.
Infrastructure costs less when new residential
areas are located near existing highways,
water and sewer lines, and employment
centers. The location of urban uses should
continue to be evaluated from the standpoint
of how each use services existing and future
population growth of the surrounding area. It
is also worth noting that shopping patterns
have changed, resulting in fewer brick-and-
mortar types of structures. This should also
continue to be evaluated to consider flexibility
and mixed uses with performance standards
to protect residential areas from potentially
noxious uses.
9 https://smartgrowthamerica.org/what-is-smart-growth/
The value of establishing Urban Growth Areas
lies in the ability to manage growth
effectively, preserve natural and cultural
resources, plan infrastructure efficiently,
stimulate economic development, and foster
strong, cohesive communities. Urban Growth
Areas present a strategic approach to urban
planning that balances the needs of a growing
population with the preservation of Hawaiʻi
Island’s unique character and heritage.
The urban land use objectives are directed
toward making Urban Growth Areas more
efficient, livable, and safe. Growth should be
encouraged in terms of renewing older areas
or new urban areas consistent with the land
use map. The General Plan Land Use Map
designates areas reserved for urban
expansion.
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Objective 8
Increase the use of Smart Growth principles to focus development within
existing urban centers.
Policies
8.1 Encourage flexibility in the design of residential sites, buildings, and related facilities to
achieve a diversity of socio-economic housing mix and innovative means of meeting the
market requirements.
8.2 Prioritize increase in density, rehabilitation, and redevelopment within existing zoned
urban areas already served by basic infrastructure, or close to such areas.
8.3 Incentivize rehabilitation and adaptive reuse of existing buildings rather than demolition
in urban areas characterized by vacant, abandoned, and underutilized older buildings.
8.4 Encourage the rehabilitation and/or utilization of maximum density in multi-family
residential areas.
8.5 Rezonings that promote infill are encouraged and should be conditioned to ensure
connectivity to the surrounding developments and, where applicable, to provide mixed-
use opportunities to make the area more pedestrian-oriented.
8.6 The establishment of urban types of zoning may include additional acreages to account
for acreages utilized for public benefits, such as historic sites, public access, parks, and
open space.
8.7 Within the “high- and medium-density“ area, commercial development shall be focused
on major streets, while interior blocks should be zoned primarily for small lot single-
family and multifamily residential use.
8.8 Focus on medium and high-density residential and commercial uses in communities that
can sustain a higher intensity of uses and where these residential and commercial uses
are consistent with the existing town character.
8.9 Support the rezoning of land to multiple residential near places of employment, shopping
facilities, educational, recreational, and cultural facilities, and public facilities and
utilities.
8.10 Development of TODs and TNDs are encouraged within locations of the centers shown
on the General Plan Land Use Map. These locations are approximate and become fixed
during rezoning.
8.11 Plan for and identify appropriate areas for business incubation/innovation districts and
industrial/business parks.
8.12 Urban renewal, rehabilitation, and/or redevelopment programs should be undertaken in
cooperation with communities, businesses, and governmental agencies.
8.13 Support master planning of present and proposed public and private institutions with an
emphasis on TOD, affordable housing, and mixed-use development.
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8.14 Low- to medium-density residential development and/or low-impact office uses within
urban areas should serve as transitional densities between lower-density neighborhoods
and more intensive commercial and residential uses.
8.15 Encourage the use of more innovative types of housing development with respect to
geologic and topographic conditions, such as zones of mix and cluster and planned unit
developments.
8.16 Lots within proposed single-family residential subdivisions should not have direct
vehicular access from major collector streets or larger roadway types.
8.17 Ensure flag lots are designed to support optimal density.
8.18 Large, oversized blocks in new subdivisions should be avoided in favor of smaller blocks
and enhanced pedestrian networks. The determination of block size should be based on
land use and the urban or rural character of the area.
Commercial
8.19 Promote the redevelopment of aging and high-vacancy shopping centers, or strip-type
developments into mixed-use developments with housing and public recreation facilities.
8.20 Encourage the concentration of commercial uses within and surrounding a central core
area adequately served by transportation, utilities, and other essential infrastructure.
8.21 Infrastructure and design elements shall be incorporated into the review of commercial
developments.
8.22 Encourage a mix of uses near affordable housing and access to commercial and
recreational opportunities.
8.23 Industrial and commercial mixed-use districts may be provided in urban centers.
8.24 Distribution of commercial areas shall meet the demands of neighborhood, community,
and regional needs.
8.25 Discourage strip or spot commercial development on the highway outside of the Urban
Growth Areas.
8.26 Discretionary permit applications for regional retail uses, including big box and regional
shopping centers located adjacent to areas designated for low-density residential and
rural uses, should be buffered to mitigate impacts.
8.27 Encourage small-scale manufacturing and processing within retail establishments that
enhance and are consistent with the surrounding community.
8.28 Support the flexible design of commercial spaces to allow for transitional uses that serve
the evolving needs of its users.
8.29 Discretionary permit applications for new commercial developments adjacent to or within
existing industrial designated lands shall be reviewed for the criteria of conversion of
industrial lands.
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Industrial
8.30 Industrial development shall be in areas adequately served by transportation, utilities,
and other essential infrastructure or adjacent to unique resources/projects.
8.31 Support the creation of industrial uses in appropriate locations as part of mixed-use
districts/developments.
8.32 Support Industrial Project District zoning and flexibility of uses and lot sizes, depending
on the needs of the industries and the communities.
8.33 Encourage Industrial Project Districts and Innovation Centers within the Urban Growth
Area.
8.34 Industrial-commercial mixed-use districts should serve as transitional areas.
8.35 Support land uses that locate industrial and warehouse sites near major transportation
corridors and airports and harbors.
8.36 Support the development of cottage recycling operations near transfer stations and
County landfills.
8.37 Industrial uses may be permitted outside Urban Growth Areas through Special Permits
when there is a clear community benefit or consistent with County, State, and Federal
sustainability objectives.
8.38 Encourage the rehabilitation of existing service-oriented industrial areas.
8.39 Mitigate impacts of industrial development on surrounding uses by requiring
landscaping, open spaces, buffer zones, and other appropriate conditions.
8.40 Future land uses in the vicinity of industrial areas, including airports, should have an
adequate open space buffer and/or be compatible with the anticipated aircraft noise
exposure levels for that vicinity.
Resort
8.41 Resort development shall be in areas adequately served by transportation, utilities, and
other essential infrastructure.
8.42 Promote and prioritize the rehabilitation and the optimum utilization of resort areas that
are presently serviced by basic facilities and utilities before allowing new resorts.
8.43 Coastal resort developments shall provide public access to and parking for beach and
shoreline areas.
8.44 The development or designation of new resort areas should complement the character
of the area; protect the environment and natural beauty; respect existing lifestyles,
cultural practices, and cultural resources; and provide shoreline public access.
8.45 Do not allow new Resort (V) zoning development along the ocean side of Aliʻi Drive.
8.46 Resort development should be in balance with the social and physical goals as well as
the economic desires of the residents of the area.
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8.47 Encourage new developments to be water neutral and balance water supply and
demand.
8.48 Provide for the establishment of new Retreat Resort areas in appropriate locations.
8.49 On-site affordable housing and workforce units shall not be included in visitor unit counts
for existing and new resort developments.
Priority Actions
8.a Incorporate innovations such as form-based code “mixed-use zones” into the Zoning
Code. CODE AMENDMENT
8.b Incorporate flexibility in codes and ordinances to achieve a diversity of socio-economic
housing mix and to permit an aesthetic balance between residential structures and open
spaces. CODE AMENDMENT
8.c Amend the Subdivision Code to ensure block sizes are based on land use and the
character of the area. CODE AMENDMENT
8.d Initiate rezonings that promote infill to ensure connectivity and provide mixed-use
opportunities to make the area more pedestrian-oriented. PROJECT
8.e Amend Zoning Code to:
i. Establish a TOD floating zone project district with a minimum size of 15 acres.
ii. Create a TND overlay zone for existing zoned lands within identified residential and
commercial zoning districts.
iii. Allow for residential uses in ML and MCX zoning districts.
iv. Support innovative uses of alternative energy, agriculture, aquaculture, and others,
in MCX zoning districts.
v. Clearly distinguish between general industrial and service industrial types.
vi. Establish urban open space standards.
vii. Create Industrial Project Districts and Innovation Centers.
CODE AMENDMENT
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Character Guidelines
Table 11: Transit-Oriented Development (TOD) Character Guidelines
Service Area Population 20,000 – 50,000 residents
Approximate Commercial Land Area 15 acres
Example Locations Downtown Hilo, Kailua Village, Waimea,
Waikoloa
GP Land Use Medium or High-Density Urban
Optimal Residential Density 13 – 60 DU/Acre
Number of Commercial Establishments 40+
Typical Uses Mixed uses and higher density residential,
multi-family residential, retail, commercial,
light industrial uses, regional shopping centers
with full-size department stores and a full
range of merchandise and services; theater;
outdoor events area.
Compatible Zoning RD, RM, V, CG, CV, MCX, ML, PD, CDH
Access Access to one or more paved roads;
commercial or public uses without direct
driveway access to highway; complete streets,
multimodal transport, active living corridors;
transit hub; walkable
Range of Possible Services District park, regional Park; schools (all
grades); community hall elderly or other
special needs housing; medical facility with
emergency room; police and fire station
Character • Vernacular architecture that respects the
historic context and scale of the
community, usually subject to design
criteria
• Urban Grid Street Network
• Limited driveway access
• On-street parking
• Public off-street parking
• Landscaping (including street trees where
appropriate) commensurate with
environment/water availability.
• Sidewalks and/or walking or bike paths.
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Table 12: Traditional Neighborhood Development (TND) Character
Guidelines
Service Area Population 10,000 – 20,000 residents
Example Locations Volcano Village, Laupāhoehoe, Hāwī, Captain
Cook, Pahala
Approximate Commercial Land Area 10 – 15 acres
GP Land Use Medium Density Urban
Optimal Residential Density 13-35 DU/Acre
Number of Commercial Establishments 20-40
Typical Uses Neighborhood-oriented retail uses and mixed
uses; variety or junior department stores;
convenience goods, “soft line” items (e.g.,
clothing), “hard-line” items (e.g., hardware
and small appliances); outdoor events area;
bed-and-breakfast homes and small inns.
Compatible Zoning RD, RM, CN, V, CG, CV, UNV, ML, MCX
Access Access to one or more paved roads;
commercial or public uses without direct
driveway access to a highway where feasible;
walking and bicycling paths; transit stop
Range of Possible Services District park, community park, elementary or
middle school, child and adult care facilities,
community center, elderly or other special
needs housing, medical clinic
Character • Informal, vernacular architecture that
utilizes natural exterior material and earth-
toned colors
• Limited driveway access
• On-street parking
• Public off-street parking
• Landscaping (including street trees where
appropriate) commensurate with
environment/water availability
• Sidewalks and/or walking or bike paths
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Table 13: Urban Neighborhood Center Character Guidelines
Service Area Population 3,000 – 10,000 residents
Approximate Commercial Land Area Up to 10 acres
Example Locations Kaumana, Wainaku, Keauhou, Hawaiian
Ocean View Estates, Paradise Park
GP Land Use Low-Density Urban
Optimal Residential Density 3 – 12 DU/Acre
Number of Commercial Establishments 5 – 20
Typical Uses Neighborhood and convenience-type retail
and personal services
Possible Compatible Zoning RS, RD, RM, RCX, V, CN, CV
Access Access to one or more paved roads;
commercial or public uses without direct
driveway access to a highway where feasible;
connections to walking and bicycling paths;
transit (or paratransit) stops
Range of Possible Services Community park, neighborhood park,
elementary school, multi-purpose meeting
room or (minimum) place to congregate or
post community notices, outdoor events area
(e.g., barbeques and farmer’s markets)
Character • Informal, vernacular architecture that is
small in scale and reflects a residence
ambiance, utilizes natural exterior
material and earth-toned colors
• Limited driveway access
• On-street parking
• Landscaping (including street trees where
appropriate) commensurate with
environment/water availability
• Sidewalks and/or walking or bike paths
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Table 14: Industrial Center Character Guidelines
GENERAL INDUSTRIAL AND
INNOVATION
SERVICE AND INNOVATION
Existing
Locations
Shipman Industrial Park,
Kanoelehua Industrial Area, Hilo
Airport, Haina, Kawaihae and Hilo
Harbors, Keahole Airport, West
Hawaiʻi Business Park
Hawaiian Paradise Park (?), Pahoa,
Hilo Iron Works, Waiakea House Lots,
Laupāhoehoe/Papaʻaloa, Hāwī,
Waimea, Waikoloa, Kainaliu-Honalo,
Kona Industrial Center, Honokōhau,
Natural Energy Lab, Kealakekua-
Captain Cook, Naʻalehu, Kaloko
Industrial Area.
GP Land Use Heavy Industrial Light Industrial
Typical Uses Landfills, quarries, chemical plants,
heavy equipment base yards, towing
yards, etc.
Business parks, research and
development centers, product
assembly, distribution centers,
laboratories, cottage industries, small-
scale distilleries/breweries, etc.
Compatible
Zoning
MG ML, MCX
Access Convenient automobile access to
one or more paved roads, on-site
parking
Access to one or more paved roads,
on-street parking, street trees and
sidewalks, transit (or paratransit) stop
Character • Located close to raw materials or
key resources, generally
considered to be offensive and
noxious.
• Noxious, heavy industrial uses
should be separated from
residential and other
incompatible uses with buffer
zones.
• Topography of industrial land
shall be reasonably level.
• Direction of wind patterns and
the absence of trade winds shall
be considered in the siting.
• Located close to population
centers, for business and industrial
uses (not considered noxious or
heavy industrial) that are generally
in support of, but not necessarily
compatible with activities and uses
in other commercial districts.
• Topography of industrial land shall
be reasonably level.
• Direction of wind patterns and the
absence of trade winds shall be
considered in the siting
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Table 15: Criteria for Industrial Land Preservation and Conversion to
Commercial/Mixed-Use
EXISTING INDUSTRIAL
CONDITIONS
CONDITIONS APPROPRIATE FOR
CONVERSION
Transportation • Proximity to freight and/or
port facilities
• Low Vehicle Miles Travelled
for workers on industrial land
• Proximity to transit
• High Vehicle Miles Travelled for
workers on industrial land
Economy • Production or related
employment
• Proximity to business
clusters/suppliers/markets
• Critical supplier to local
businesses
• Industry stable or growing
• High-density non-production
employment
• Proximity to markets/customers
• Limited linkages to local economy
• Industry in decline
Equity • Offers middle-wage jobs for
less-skilled workers
• Potential for affordable housing
Land Use/Zoning
Compatibility
• Surrounded by medium/heavy
industrial zoning
• Adjacent to existing residential
and/or commercial areas.
Environment • Brownfield site, remediation
infeasible
• Environmental health hazards
from industries starting to impact
surrounding communities
(especially if historically
disadvantaged)
• Can be remediated
Adequacy of
Supply
• In areas with a projected
deficit of industrial land
• Low vacancy rates for
industrial buildings
• In areas with a projected surplus
of industrial land
• High vacancy rates for industrial
buildings
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Table 16: Resort Area Character Guidelines
MAJOR RESORT
AREA
INTERMEDIATE
RESORT AREA
MINOR RESORT
AREA
RETREAT RESORT
AREA
Example
Locations
Waikoloa, Keauhou,
Kaupulehu-Kukio,
Mauna Kea Beach
Hotel, Mauna Lani.
Waiakea Peninsula Keaukaha,
Wainaku, Punaluu
Kalani Honua, etc.
Typical Visitor
Units
3,000 units 1,500 units 500 units 40 units, without
individual kitchens.
Approximate
Land Area
Resort Acreage: 90
acres minimum
Resort Acreage: 45
acres minimum
Resort Acreage: 15
acres
GP Land Use Resort Resort Resort
Active and
Passive
Recreation
50 acres minimum 25 acres minimum Provide active and
passive recreation
areas
commensurate with
the scale of
development.
Provide active and
passive recreation
areas commensurate
with the scale of
development.
Typical Uses Self-contained resort
destination area that
provides basic and
support facilities for
the needs of the entire
development.
Self-contained resort
destination area that
provides basic and
support facilities for
the needs of the entire
development on a
smaller scale than a
major resort area
Small resort
destination area
that relies on the
nearby community
for amenities and
support facilities.
Area that provides
the user with rest,
quiet, and isolation
for an environmental
experience.
Compatible
Zoning
V V V V, or by Special
Permit
Access Access to one or more
public roads;
commercial or public
uses without direct
driveway access to
highway
Walkable
Walking and bicycling
paths
Transit Hub
Public access to and
parking for beach and
shoreline areas
Access to one or more
public roads;
commercial or public
uses without direct
driveway access to
highway
Walkable
Walking and bicycling
paths
Transit Hub
Public access to and
parking for beach and
shoreline areas
Access to one or
more public roads;
commercial or
public uses without
direct driveway
access to highway
Walkable
Walking and
bicycling paths
Transit Hub
Public access to and
parking for beach
and shoreline areas
Access to one or
more paved roads;
Shall not be accessed
through substandard
roads or roads-in-
limbo unless meeting
fire safety and not
impacting traffic
within the existing neighborhood
Transit (or
paratransit) stops
Public access to and
parking for beach and
shoreline areas
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Workforce
Housing
Meet affordable
housing requirements
of the Hawaiʻi County
Housing Code
Meet affordable
housing requirements
of the Hawaiʻi County
Housing Code
Meet affordable
housing
requirements of the
Hawaiʻi County
Housing Code
Meet affordable
housing requirements
of the Hawaiʻi County
Housing Code
Character Consistent with the
surrounding area's
quality, ambiance, and
character
Consistent with the
surrounding area's
quality, ambiance, and
character
Consistent with the
surrounding area's
quality, ambiance,
and character
Consistent with the
surrounding area's
quality, ambiance,
and character
57
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1.3: Rural
Hawaiʻi Island is widely considered rural, yet
the State Land Use Rural District comprises
just 807 acres or less than one percent of the
island’s total land area. The Rural District was
defined after the original district boundaries
were established upon the request of small
landowners. In the establishment of the
original district boundaries in 1963 to 1964,
plantation towns and rural centers were
designated Urban, although urban land use
and development standards are inappropriate
for use in the context of rural settlements and
rural infrastructure. All working and open
lands not designated as Conservation were
designated Agricultural, even if they had little
agricultural resource value. Consequently,
many of our rural areas are still designated
State Land Use Agricultural with Agricultural
County Zoning.
Rural areas are situated outside of the urban
growth areas, where a city-like concentration
of people, structures, streets, and urban level
of services are limited, and where small farms
are intermixed with low-density residential
development. These areas should retain their
rural character with low-density residential
development, supporting small-scale
commercial development, and agricultural
land uses. It is worth noting that Rural and
Agricultural land uses are not interchangeable
and have distinct outcomes.
Residents value the natural spaces, open
areas, and small-scale agricultural activities
that rural living provides. The history and
character of the island’s rural communities
are irreplaceable. Well-defined rural areas
that are distinct from agricultural areas can
address the demand for rural lifestyles on
marginal agricultural land while reducing the
pressures to develop important agricultural
land for non-agricultural purposes.
Minimizing sprawl
and greenfield
development can be
challenging when
rural residences
have been among
the most affordable
homeownership
options on Hawaiʻi
Island for decades.
Rural subdivisions,
such as Hawaiian Paradise Park and Hawaiian
Oceanview Estates, have been two of the
fastest-growing residential areas on the island
because lots have been the most affordable.
Many rural subdivisions have also been the
most underserved areas, in terms of
infrastructure and services. These
communities may lack essential infrastructure
and services such as healthcare facilities,
schools, and transportation options. The
distance from urban centers and the
dispersed nature of rural settlements makes
it challenging to provide adequate services to
these areas.
Despite these challenges, rural communities
often exhibit strong social cohesion and self-
sufficiency. Preserving rural character and
lifestyle allows residents to maintain a sense
of community and fosters resilience in times
of adversity, such as natural disasters or
disruptions to external supply chains. Rural
areas often retain strong ties to the island’s
cultural heritage, which helps maintain
traditional practices and values that are
important to communities. By maximizing
rural lands, there are opportunities to support
small-scale farming and promote agricultural
self-sufficiency. The General Plan recognizes
the value of utilizing Rural as a land use
designation to clearly define and characterize
its role on our island
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Objective 9
Maximize the alignment and use of Rural designated lands to preserve
rural character and lifestyle.
Policies
9.1 Support the rezoning and State Land Use reclassification to Rural in alignment with the
General Plan Rural designation.
9.2 Support reclassification/rezoning of appropriate General Plan Rural designated areas
where an intermediate land use and a well-defined buffer between Urban and Productive
Agricultural areas are consistent with the surrounding uses and rural character.
9.3 Support General Plan amendments and rezoning applications for the development of
new Rural Neighborhood Centers with adequate infrastructure, as necessary, in or near
presently underserved subdivisions, beginning with those experiencing higher rates of
population growth.
9.4 Rural-style residential-agricultural developments, such as new small-scale rural
communities or extensions of existing rural communities, should be incentivized to
cluster in appropriate locations.
9.5 Support the development of small-scale visitor accommodations with heritage,
agriculture, wellness, or similar themes in rural areas and near points of interest.
9.6 Provide flexibility in discretionary permit applications to maintain health and safety for
rural small-scale visitor accommodations not serviced by public infrastructure.
Priority Actions
9.a Amend the Zoning Code definition and requirements for Lodges and reconcile similarities
and inconsistencies with the special permit provisions for Retreats. Clearly articulate in
the Code the zoning districts appropriate for Lodges. CODE AMENDMENT
9.b Amend the zoning districts currently listed as Family Agricultural District (FA) and the
Residential and Agricultural Districts (RA) to be consistent with the Rural designation
and to allow for home occupations that do not negatively impact rural character. CODE
AMENDMENT
9.c Amend the Zoning Code to allow telecommuting and home-based businesses that rely
on the internet as permitted accessory uses to residential uses when operated in
compliance with cottage industry performance standards. CODE AMENDMENT
9.d Amend the Zoning Code and Subdivision Code to establish Clustered Rural Subdivision
PUD. CODE AMENDMENT
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Table 17: Rural Neighborhood Character Guidelines
Service Area Population Up to 3,000 residents
Approximate Land Area 1 – 5 acres
GP Land Use Low-Density Urban, Rural
Example Locations Kurtistown, Puako
Optimal Residential Density 1 – 12 DU/Acre
Number of Commercial
Establishments
1 – 5
Typical Uses Primarily low-density residential. Limited
neighborhood-serving businesses may be allowed to
provide goods and services for daily needs and
community gathering spots. Civic uses (e.g., fire
stations, schools, churches, etc.) and additional
dwelling units may also be allowed provided such
uses are oriented toward serving the needs of rural,
low-density neighborhoods.
Compatible Zoning RS, RM, RCX, ML, V, CV, CN, RA, FA
Access Access to one or more paved roads; commercial or
public uses without direct driveway access to a
highway where feasible; connections to walking and
bicycling paths; transit (or paratransit) stops.
Range of Possible Services Typical services may include retail and personal
services, neighborhood park, elementary school,
multi-purpose meeting room or (minimum) place to
congregate or post community notices, and outdoor
events area (e.g., barbeques and farmer’s markets).
Character • Informal, vernacular architecture that is small in
scale and reflects a residence ambiance, utilizes
natural exterior material and earth-toned colors
• Limited driveway access, on-street parking, public
off-street parking
• Landscaping (including street trees where
appropriate) commensurate with
environment/water availability
• Sidewalks and/or walking or bike paths
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1.4: Agriculture
Agriculture holds a crucial role in Hawaiʻi for
its significance in the economy, food
security, environmental sustainability, and
cultural heritage. Land use planning policies
directly impact agricultural land and activity,
shaping the future of farming practices, food
production, and the overall agricultural
landscape on Hawaiʻi Island.
The State Land Use Agricultural District
encompasses 1,184,599 acres or 46 percent
of the island’s total land area. However,
during the original designation of lands, all
working and open lands not designated as
Conservation were designated Agricultural,
even if they had little agricultural resource
value. Since then, there have been efforts to
better define lands well-suited for productive
agricultural uses based on soil data, rainfall,
and other factors. Ensuring appropriate
agricultural land uses is a priority of the
State and County of Hawaiʻi. The General
Plan further works to define and protect
productive agricultural land through
establishing policies and guidelines that
support and enhance agricultural activities
while promoting responsible land use
practices.
One of the primary challenges to the
maximization of agricultural production is
access to affordable land. Productive
agricultural land values have risen beyond
their value for agricultural purposes due to
increases in non-agricultural residential
uses. The agricultural industry is constantly
evolving and has shifted away from larger-
scale production and now includes value-
added processing and agricultural tourism.
The land use regulatory system must be
flexible to adapt and allow the agricultural
industry to make changes that help it to
succeed.
The General Plan provides planning tools to
incentivize the highest and best use of
productive agricultural lands. The Plan’s
policies and actions are aimed at
maintaining the viability of the agricultural
sector by preserving productive agricultural
land, promoting local food production,
supporting sustainable farming practices,
mitigating urban encroachment,
strengthening the local economy, and
contributing to the conservation of the
island’s biodiversity.
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Objective 10
Support the active use of Productive Agricultural lands.
Policies
10.1 Development in Productive Agriculture and Extensive Agriculture areas should include
agricultural uses, related economic infrastructure and cottage industries, compatible
renewable energy, open area recreational uses, and community facilities.
10.2 Special permit applications within Productive Agriculture designated land should support
primary agriculture use.
10.3 Encourage buffer zones or compatible uses between Productive Agriculture and adjacent
uses of land.
10.4 Preserve agricultural character, including the open space preserved by agricultural land.
10.5 Support the development of small-scale visitor accommodations that directly promote
the agriculture industry, health and wellness industry, or are near points of interest.
10.6 Any subdivision or farm labor housing complex developed on Productive Agricultural
Lands should be clustered to minimize impact.
10.7 Encourage and aid the agricultural industry in continuing to provide farm labor housing.
10.8 Encourage the use of agriculture, ranch, and forestry land preservation programs.
10.9 Promote the preservation and restoration of indigenous agricultural systems.
10.10 Provide flexibility to allow for adjacent compatible uses for large-scale agriculture with
industrial components, such as carbon sequestration.
Priority Actions
10.a Amend the Zoning Code to develop standards for permitting certified incubators or
community kitchens in Rural or Agricultural districts. CODE AMENDMENT
10.b Conduct a study to review a maximum developable area consideration for properties
designated as Productive Agricultural lands. PROJECT
10.c Create and adopt a County Agricultural Tourism program. PROGRAM
10.d Amend the Hawaiʻi County Code (HCC) to allow farm labor housing to be permitted
where the employee’s primary occupation is working on a specific farm but where the
housing and the farm are not on the same parcel. CODE AMENDMENT
10.e Amend the HCC and associated Planning Department Rules to establish annual reporting
for additional farm dwellings. CODE AMENDMENT
10.f Update the Property Tax Code for agricultural land uses that result in actual production
or other public benefits, such as native forestry. CODE AMENDMENT
10.g Amend the Zoning Code to require Plan Approval for commercial open area recreational
uses in the County Agricultural District. CODE AMENDMENT
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10.h Evaluate the Zoning Code, Section 25-5-72(a)(17) relating to livestock production of
piggeries, apiaries, and pen feeding of livestock shall be located no closer than one
thousand feet away from any major public street or any other zoning district. CODE
AMENDMENT
10.i Develop standards and guidelines for buffer areas located adjacent to agricultural lands.
PROJECT
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Section 2:
Transportation
Access and Mobility Organization
2.1 Introduction
2.2 Public Access
2.3 Mass Transit
2.4 Roadways
2.5 Airports and
Harbors
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2.1: Introduction
Transportation access and mobility are vital
elements of any thriving community. These
concepts encompass how individuals, goods,
and services, move within and beyond Hawaiʻi
Island. This element of the General Plan
examines various modes of transportation,
including roadways, public transit, biking and
walking paths, and air and sea transport.
These networks enable people to commute to
work, access essential services, connect with
natural and cultural attractions, and facilitate
the movement of goods and services that
sustain our local economy. The County
recognizes the significance of transportation
infrastructure in advancing economic growth,
enhancing the quality of life, and preserving
our unique natural and cultural assets.
As the largest and most ecologically diverse
island in the State, the County faces various
challenges and opportunities in ensuring
efficient, sustainable, and equitable
transportation systems. The Plan aims to
improve connectivity, reduce carbon
emissions, alleviate traffic congestion, and
enhance energy efficiency. This approach not
only minimizes the environmental impact of
transportation but also promotes a healthier
and more livable community for all residents.
This section sets the stage for comprehensive
and forward-thinking policies that will help
guide transportation infrastructure
development, promote alternative modes of
transportation, and address the evolving
needs of residents, visitors, and businesses
across the island.
Resilience, on the other hand, is the capacity
of a community to adapt, withstand, and
recover from shocks and stressors such as
natural disasters and economic fluctuations.
Accessible and resilient transportation
infrastructure is vital during emergencies,
enabling efficient evacuation, emergency
response, and the restoration of critical
services. By investing in resilient
transportation systems, the County
strengthens its ability to confront and recover
from adversities, ensuring the wellbeing and
safety of its residents in times of crisis.
Transportation planning focuses on providing
safe, efficient, and affordable modes of
mobility for people and goods that achieve our
sustainability goals and establish resilient
responses to climatic and economic
challenges. The traditional traffic perspective
evaluates transportation system performance
according to vehicle speeds, delays, level of
service, and operating costs. Contemporary
perspectives broaden evaluation to mobility
costs and transit times of a variety of
transportation modes and accessibility for
people and businesses to reach desired
services and goods. This broadened view of
active transportation considers the movement
of people through human-powered means,
such as walking or cycling, small-scale
motorized and traditional vehicular solutions,
such as electric scooters, and communal
offerings such as ridesharing or mass transit.
The Plan is focused on improving connectivity
within and between communities, enhancing
multimodal transportation options,
prioritizing health and safety, reducing
congestion, and minimizing the
environmental impact of transportation
systems. This section leverages emerging
technologies, incorporates sustainable
practices, and considers the County’s long-
term goals for resilience and adaptation to
climate change.
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Table 18: Transportation Key Trends
Job and
Population
Centers Mismatch
• Generally, about 42% of jobs in Hawaiʻi County are in Hilo, nearly
25% in North Kona, approximately 7% in the Waikoloa and Waimea
areas, and about 1 to 7% in each of the other population centers.
• “Mean travel time to work” has increased from 24.5 minutes in 2000
to 26.8 in 2020, reflecting an increase in population centers outside
of job centers.
Investment in
Electric Vehicles
• Percentage of registered vehicles that are electric: 0.86%
• Total registered electric vehicles: 10,670 (#20 overall)
• Number of statewide charging stations: 385 (#27 overall)
• Number of charging ports per 100 EVs: 7.8 (#50 overall)
Growing Interest
in Active
Transportation
• Between 2016 and 2020, workers commuting by active transportation
in the State of Hawaiʻi was at 10.1%
• The County of Hawaiʻi Mode Share as of 2017 included:
o Pedestrian 2.3%
o Bicycle 0.44%
o Transit 1.2%
• Generally, an increase in active transportation can be achieved with
improvements in connectivity to a defined Active Transportation
Network.
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Table 19: Transportation Challenges
Continuing,
Comprehensive,
and Cooperative
Planning
• Transportation requirements identified in County plans require interdepartmental
collaboration on projects from ideation to implementation to be fully realized.
• Active transportation planning requires gathering data and analyzing demand for all
modes of transportation to support the desired movement of people and goods
sustainably and equitably.
• Increasing roadway capacity to relieve congestion induces more congestion in the long
run when not countered with traffic demand management.
• Emerging technologies increase the demand for new and evolving transportation needs.
Financing • Increased fuel-efficient and electric vehicles challenge the stability of gas tax
contributions to highway funding.
• Current operating budget funding and asset condition information are not adequate to
maintain existing transportation assets.
• Current Capital Improvement Program (CIP) demands for new transportation facilities
and services far exceed the County’s ability to fund these activities on an annual basis.
Public Access • County codes and procedures do not adequately address criteria, planning,
implementation, dedication standards, and authority requirements for public access
elements.
• Public access requires collaboration and can be complicated when working with public
and private landowners, community members, and local, state, and federal agencies.
• Environmental hazards and the uncertainty of climate change impacts pose risks to the
quality and safety of public access.
Mass Transit • Declines in ridership have reduced funding for operation and maintenance as well as
expansion of services.
• Fleet conditions, and onboard services need to be updated or upgraded to improve rider
perceptions of comfort, safety, and place-making.
• Route schedules and status are not readily available in real-time while riders are in
transit.
Roadways • Multimodal roadway planning is complex, requires relevant data, and is difficult to secure
across essential interdepartmental processes.
• Forms of transportation that utilize roadways are changing in technology (e.g., electric
vehicles, autonomous vehicles) and scale (e.g., micro-mobility, mobility as service).
Design standards must be responsive to these changes.
• The location of urban areas along the island’s perimeter increases transportation
demands to meet employment and livability requirements.
• Aging roadway systems, structurally deficient bridges, and roads in limbo increase
maintenance requirements and decrease service levels.
• Roadway fatalities remain high in comparison to other counties in Hawaiʻi.
• The lack of transportation and mobility options in certain areas creates long daily
commutes for residents while contributing to a high vehicle count on many roads.
• Parking requirements can be an impediment to (re)development and infill due to high
vehicle reliance.
Terminals:
Airports and
Harbors
• Pre-COVID-19, tourism accounted for approximately 15% of VMT, with rental cars as the
primary means of transportation for tourists.
• Major airports and harbors are owned and operated by the State Department of
Transportation.
• The location of some major airports and harbors makes it difficult to use active or
alternative transportation.
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Table 20: Transportation Opportunities
Continuing,
Comprehensive,
and
Cooperative
Planning
• Establish metrics for evaluating transportation solutions and implement data capture
(including emerging technology) and analysis procedures that should inform changes in
planning strategies and policies.
• Improve interagency collaboration to define processes for project creation, scoping, design,
and construction.
• Collaborate with HDOT to establish a transportation planning organization using State
Research and Planning grants to initially fund planning activities including data
management.
• Promote transportation polices found in the existing plans that can expand access to jobs,
health care, and other services and can create more equitable and safe choices of
transportation.
Financing • Prepare projects that are qualified for funding under the Bi-Partisan Infrastructure Act.
• Evaluate alternative financing strategies that consider property tax, fees, and cost-sharing
solutions with new development.
• Establish an Asset Management Program to define the appropriate maintenance strategy
and funding required secure level of service and asset availability.
Public Access • Standardize interagency agreements for standards, maintenance mapping, and
enforcement.
• Amend ordinances, laws, and codes to be inclusive of and address public access concerns.
• Apply designated Special Management Area(s) (SMA) to support the public’s access to and
along the shoreline.
• Hawaiʻi County Public Access, Open Space, and Natural Resource Preservation Commission
(PONC) can further support public access.
Mass Transit • Partner with alternative fuel providers to determine fleet vehicles to be purchased to
replenish the bus fleet and to optimize purchase and operation costs.
• Provide a variety of transit options and amenities on mass transit that broaden the appeal
to potential riders.
• Re-evaluate mass transit routes to meet ridership demands, connect to active transportation
solutions for the first and last mile, and be co-located with other services of interest.
Roadways • Collect and analyze data required to propose multi-modal solutions to accommodate cross-
island and localized transportation demands.
• Define collaborative procedures for cross-department identification of multi-modal projects
with integration into the CIP planning process.
• Improve the integration of transportation and land use planning to optimize the use,
efficiency, and accessibility of existing and proposed transit systems.
• Coordinate other infrastructure elements (i.e., water, sewer, power, broadband, public
transit) where possible to connect follow-on services and funding.
• Reducing traffic-related injuries and fatalities through roadway design and community
awareness.
• Promote the visioning of public right-of-way (ROW) as a public space and used for place-
making.
• Optimize repaving projects to retrofit multimodal design in existing ROW.
Terminals:
Airports and
Harbors
• The integration of mass transit, ridesharing, ride-hailing, and other shared-use mobility
options at airports and harbors can help reduce reliance on rental cars.
• Applying Destination Management Plan actions can help bridge the alternative
transportation gap.
• There are Transit-Oriented Development (TOD) opportunities around airports and harbors.
• Potential exists for a link from the airport to small boat harbor transportation in West
Hawaiʻi.
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Transportation Goal
Objective 11
Achieve a transportation system that is consistent with and will
accommodate planned growth.
Policies
11.1 Encourage transportation systems that serve to accommodate the present and future
development needs of communities.
11.2 Encourage safe and convenient use of low-cost, energy-efficient, non-polluting means
of transportation.
11.3 Encourage the diversification of transportation modes and infrastructure to promote
alternate fuels and energy efficiency.
11.4 Transportation and land use planning shall be integrated to optimize the use, efficiency,
and accessibility of existing mass transportation systems and future demand.
11.5 Establish a framework of transportation facilities that will influence desired land use and
promote multimodal options.
11.6 Provide for present traffic and future demands, including the programmed development
of mass transit programs for high-growth areas by both the private and public sectors.
11.7 Implement procedures for County departments to collaborate on defining short- and
long-term transportation CIP projects in terms of scope, timing, proposed funding, and
project performance measures required to optimally achieve transportation ambitions
stated in County plans, standards, and laws.
11.8 Prioritize CIP investments consistent with General Plan goals and objectives and
demands for roadway repaving, rehabilitation, and reconstruction. This prioritization
should align with the six-year planning horizon and should include a long-term roadmap
for future investments.
11.9 Support designing all transportation facilities, including airport, harbor, mass-transit
stations, etc., to reflect local and/or Hawaiian architecture.
11.10 Identify and evaluate transportation strategies to address energy and climate issues.
11.11 Prioritize public and private transportation investments to expand the multimodal
transportation system.
Each community is connected by a multimodal and modernized
transportation network that provides a system for safe, efficient, and
comfortable movement of people and goods.
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11.12 Require new developments to contribute their pro rata share of local and regional
infrastructure costs.
11.13 There shall be coordinated planning of transportation systems for the funding of projects
in areas of anticipated growth and to meet program goals of the other elements such as
historic, recreational, environmental quality, and land use.
Priority Actions
11.a Develop a comprehensive, island-wide multi-modal transportation plan that identifies
the location and operation of automobile, mass transit, bicycle, and pedestrian systems,
in coordination with appropriate Federal and State agencies. PROJECT
11.b Develop a planning and financing strategy to fund timely and routine maintenance of
County transportation assets that secures availability and reliability, independent of CIP
activities. PROGRAM
11.c Amend the HCC, Chapters 22, 23, and 24 to increase active transportation and
accommodate emerging micro-mobility solutions. CODE AMENDMENT
11.d Establish inter-departmental teams to review significant development projects to
evaluate integrated infrastructure requirements, multi-modal options, and private-public
collaboration to ensure implementation. INTERAGENCY COORDINATION
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2.2: Public Access
Access to coastal and mountain areas was
traditionally and currently an essential
element of island life that provides for
gathering resources, transportation, as well
as engaging in activities of cultural
significance, recreation, and ancestral legacy.
In 1995, the Public Access Shoreline Hawaiʻi
(PASH) decision by the Supreme Court of
Hawaiʻi validated customary rights of certain
types of access to conduct cultural traditions
and practices on lands where those activities
had been conducted in the past.
Today, historic trails can serve as a
foundational pattern upon which modern-day
public access planning should be built as
designed in relation to the natural and
sociocultural landscape. With intentions to
preserve and protect historic trails and their
networks, land use planning can identify
modern connections in an open space network
that includes county roadways and public
transit services as an extension of traditional
mobility that preserves and honors historic
trails and the cultural landscape as part of
transportation.
Establishing these active living corridors in an
open space network requires a combination of
identifying and mapping historical trails,
ensuring that continuity mauka to makai and
laterally around the island is not interrupted
by development activities, planning for
extended bike and pedestrian trails, and
connecting roadway and public services.
Active Living Corridors
Historic • Trails mauka to makai, along the shoreline, and throughout the
mauka regions.
• Enables the community to access
areas that have significant natural or scenic value, and to continue
traditional practices for gathering,
hunting, and recreation. • E.g., ala kahakai
Modern • Pedestrian, equestrian, and biking trails; modern facilities for
parking and comfort.
• Provides access to shoreline and
other natural resources, boat harbor, parks, sport fields,
camping sites, and outdoor gyms.
• E.g., Makaʻeo walking path
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Objective 12
Increase transportation connectivity.
Policies
12.1 Ensure Native Hawaiian access rights are clearly expressed in County code, policies, and
procedures.
12.2 Programmatically support the open space network concept with a methodology that
includes criteria for establishing County department and other agency responsibilities,
mapping requirements, financing strategies for implementation and maintenance, and
standards for facilities that enhance the community experience.
12.3 Prior to disposing of, leasing, or transferring public lands through County Property
Management procedures, the County shall assess, document, and protect access to
existing active living corridors that are located on County-owned parcels.
12.4 Land use applications shall identify as early as possible any existing or potential active
living corridors that should be incorporated into the County’s open space network.
12.5 Ensure that existing active living corridors that are publicly owned or available by
easement are properly identified and that their access elements are secured and
documented.
a) Primary examples include but are not limited to historic trails and roads, roads-in-
limbo, ‘paper roads’, former sugar cane roads, train infrastructure remnants (Rails
to Trails), and pedestrian and bicycling paths.
b) “Acceptance” by the County of the responsibilities detailed in the grant of easements
should require County Council action and a dedicated funding source.
12.6 Provide public pedestrian access opportunities to scenic places and vistas.
12.7 Establish public access to historic and modern active living corridors and facilities that
provide an island-wide route and connect to major destinations.
Priority Actions
12.a Develop and adopt a program to establish public access to historic and modern active
living corridors and facilities that provide an island-wide route and connect to major
destinations. PROGRAM
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Standards
Table 21: Public Access Spacing
RESOURCE TYPE GP LAND USE DESIGNATION DESIRED SPACING
Shoreline For lands in the RS, RD, RM, V,
CO, CN, and CV districts
800 to 1,000 feet apart
For lands within a destination
resort community or a major,
intermediate, or minor resort
area as defined in the general
plan and determined by the
director, regardless of the zone
district designation(s)
1,000 to 2,000 feet apart, provided
that the planning commission may
extend the spacing to a maximum of
2,500 feet where deemed warranted
by site conditions
For lands within the A districts 1,000 to 2,500 feet apart for A-1a,
1,500 to 2,500 feet apart for all other
zoned districts
For lands in the O and U districts 2,000 to 2,500 feet apart
High Cliff 2,000 to 2,500 feet apart unless a
resource needs additional access
Mountain For all zone districts As determined by the director to
provide reasonable means to access
public trail sections and public facilities
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2.3: Mass Transit
Hawaiʻi County is committed to providing
residents with a public transportation system
that is safe, affordable, accessible, efficient,
and reliable. Mass transit systems aim to
reduce congestion, promote sustainable
mobility, and provide equitable access to
transportation options. Implementing and
expanding mass transit on Hawaiʻi Island can
have significant impacts on building resilient
communities.
Mass transit systems may offer an efficient
and reliable alternative to private vehicles,
reducing congestion on roadways. With viable
mass transit, residents, including those
without cars or with limited mobility, have an
alternative means of transportation to access
employment opportunities, education,
essential services, commercial centers,
recreation, and other activities. Improved
mobility through public transit can enhance
community connectivity and social cohesion
while promoting pedestrian activities and
active lifestyles.
The Hawaiʻi County Transit and Multimodal
Transportation Master Plan was adopted in
August 2018. The Master Plan provides a
deeper review of the County’s transportation
system and identifies policies and standards
for the delivery of service. The General Plan
recognizes the need to reflect the island’s
shared vision for high quality multimodal
transportation and strives to uplift the goals
and strategies for achieving this vision.
Mass transit can play a key role in reducing
greenhouse gas emissions and combating
climate change. By encouraging a shift from
individual car usage to shared transportation,
mass transit helps decrease overall vehicle
miles traveled (VMT), resulting in lower
carbon emissions and improved air quality.
This promotes a healthier environment and
protects the
natural
beauty and
resources of
our island.
A well-
planned
mass transit
system can
stimulate
economic growth and resilience. It creates
employment opportunities during the
construction and operation phases, fostering
local job creation. Mass transit can also
attract businesses and investments to areas
with reliable transportation infrastructure,
supporting economic development and
revitalization of communities along transit
corridors. Considering our vulnerability to
natural disasters such as hurricanes,
earthquakes, and volcanic activity, mass
transit can contribute to disaster resilience by
providing evacuation routes and
transportation options during emergencies.
Having a resilient mass transit system in place
ensures that residents have reliable means of
transportation to evacuate affected areas
efficiently and reach safe zones or emergency
shelters.
Mass transit enhances social equity by
improving access to transportation for all
residents, regardless of income, age, or
physical abilities. These systems help bridge
transportation gaps and reduce
transportation-related barriers, ensuring that
underserved communities have affordable
and convenient mobility options. Mass transit
can enhance equity by providing reliable
transportation to essential services like
healthcare facilities, educational institutions,
and job centers.
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Objective 13
Increase mass transit ridership by 50 percent.
Policies
13.1 Ensure transit routes connect with other modes of active transportation consistent with
the County Street Design Manual.
13.2 Provide more equitable mobility for youth, low-income, elderly, and people with
disabilities.
13.3 Maximize regular and paratransit service to the following:
a) Town centers, commercial districts, and employment centers.
b) Airports and cruise ship terminals.
c) University and adult education centers.
d) Accommodate school schedules such as after-school activities and sports.
13.4 Bus maintenance facilities shall be developed at or near appropriate transit hubs.
13.5 Adopt Hub and spoke system including alternative first and last mile or door-to-door
services.
13.6 Transit infrastructure (e.g., bus stops, bus pullouts, waiting benches and shelters, and
signs) shall be adequate and upgraded along existing and future transit routes.
13.7 Data shall be collected and analyzed to optimize mass transit planning, operation, and
overall performance.
13.8 Improve and expand public transportation in communities with the highest
socioeconomic needs.
13.9 The County’s public transit system assets shall be available to assist in transportation in
emergency situations.
Priority Actions
13.a Develop marketing and public awareness campaign of various services in collaboration
with the airports, cruise ship terminals, and educational facilities.
13.b Identify, preserve, and/or acquire corridors for future transit use, for high traffic areas
such as the Pahoa-Keaau-Hilo route, including but not limited to multimodal corridors
and require new development to provide rights-of-way (ROWs) to accommodate transit
services. PROJECT
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Standards
Table 22: Mass Transit Level of Service Standards
Level of Service for
Route Intervals
• Urban Centers: Every 30 minutes
• Connecting Urban Areas: Every 60 minutes
• Rural Areas: Based on peak demand
Service Coverage • Type of transit services based on frequency fixed route vs rural
services
Bus Stop Spacing • Urban: ¼ mile walking distance of a stop
• Rural: 1/2 – 2 miles
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2.4: Roadways
Vehicle transportation remains the primary
mode of mobility in Hawaiʻi County, with total
vehicle miles traveled (VMT) continuing to
increase. As of 2020, VMT in the State grew
by about 15% since 2009 in response to
general economic growth and increased
tourism.10 Much of these VMTs occurred in
single occupancy vehicles, which increases
fuel consumption and carbon emissions. In
addition, pedestrian and vehicular fatalities
and injuries increase as more vehicles are
added to roadways and total VMT grows. In
response, transportation planning policy has
evolved to prioritize active transportation,
encourage demand management solutions,
and establish street design standards and
safety strategies to eliminate traffic fatalities
and severe injuries.
Active transportation places priority on
pedestrian, public transit, and bicycle modes
of mobility over the automobile. To effectively
implement this priority, changes in land use
zoning, street design standards, and defining
and prioritizing infrastructure capital
investments are required. Moreover,
implementing active transportation requires
coordinated planning and prioritizing of
capital investments across planning, public
works, parks and recreation, and public
transit departments to achieve short- and
long-term design goals.
In November 2020, the County of Hawaiʻi
adopted by resolution a Street Design Manual
to set standards for how County streets
should support all modes of traffic. For each
street type found in the County, this manual
illustrates how the right-of-way should
allocate space for multimodal activities
10 ‘Buses and Bikes that Go’ by Anuktriti Hittle, October 20, 2020,
State of Hawaiʻi Climate Change Portal.
following active transportation priorities.
These standards are essential for new
development and infrastructure rejuvenation
projects to design and achieve active
transportation solutions in each step of
modernizing the County’s transportation
system properly and adequately.
As of December 31, 2021, the State of
Hawaiʻi’s traffic fatalities continue to rise and
the County of Hawaiʻi’s figures per capita
remain the highest in the state.11 The
County’s Vision Zero Action Plan, adopted in
September 2020, provides a deeper
understanding of the varying impact on
Hawaiʻi Island communities regarding drivers
versus cyclists and pedestrians, roadway
conditions (e.g., visibility, peak traffic hours),
and behavioral factors (e.g., speeding,
impairment) that contribute to the persistent
presence of traffic fatalities and injuries on
our island. The General Plan acknowledges
the recommendations of the Vision Zero
Action Plan to establish strategies that
increase safety, health, and equitable mobility
for all.
In combination, active transportation and
demand management strategies, street
standards, data-driven planning, and a focus
on Vision Zero safety goals create a modern
approach to transportation planning that aims
to secure equitable and affordable mobility
opportunities for the island’s communities to
connect to work, family, education, and
recreational opportunities. This approach to
planning roadways is essential to ensure safe
experiences for all residents and to promote
healthy and resilient communities.
11 State of HI DOT, Preliminary Year-End State of Hawaii Traffic
Fatality Data for 2021.
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Objective 14
Reduce vehicle miles traveled (VMT).
Policies
14.1 Encourage collaboration between the Planning Department, the Department of Public
Works, the Department of Parks and Recreation, and the Mass Transit Agency to define
the scope and priority of capital investment projects that achieve active transportation
objectives and goals.
14.2 Increase arterial capacity through prioritization of alternative means of transportation,
such as mass transit, bicycle, and pedestrian systems.
14.3 Incorporate bicycle routes, lanes, and paths within road rights-of-way in conformance
with The Bikeway Plan for the County of Hawai‘i.
14.4 Increase mobility for minors, non-licensed adults, low-income, elderly, and people with
mobility limitations through prioritization of alternative means of transportation.
14.5 Roadway designs and improvements made by the Department of Public Works shall
accommodate pedestrian-friendly, multimodal design, and on-street parking
evaluations, when practical and feasible.
14.6 Use traffic demand management to aid in reducing traffic congestion by targeting an
increase of active transportation mode share to 10 percent (bicycling, walking, micro-
mobility).
14.7 Apply zoning reviews for concurrency that achieve sustainability and demand
management goals and that prioritize reduction in vehicle miles traveled over impacts
to the level of service.
Priority Actions
14.a Continue to adopt the County of Hawaiʻi Street design manual as the county’s complete
street design program/policy. PROGRAM
14.b Amend the HCC to incorporate complete street design. CODE AMENDMENT
14.c Develop an active transportation plan to guide where complete street improvements
should be focused. PROJECT
14.d Identify all roles for interdepartmental collaboration in delivering a truly multimodal
transportation system. INTERAGENCY COORDINATION
14.e Update traffic impact analysis requirements to include alternative evaluations to the level
of service outcomes, such as vehicle miles traveled. PROJECT
Read about climate mitigation efforts
focused on the transportation sector in the
Climate Change section.
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Objective 15
Achieve a transportation system that employs all modes of
transportation at a community scale.
Policies
15.1 Encourage flexibility in applying the County of Hawaiʻi Street Design Manual when
necessary to preserve the rural character of an area while maintaining a pedestrian-
friendly design and desired landscaping solutions.
15.2 Allow for private, non-dedicated cul-de-sac and alley designs that are in accordance with
national road standards.
15.3 In planning, designing, and constructing new roadways or modernizing improvements,
transportation agencies should balance the conservation of the area’s natural, historic,
and scenic qualities with transportation objectives for traffic speed, safety, and traffic
calming.
15.4 Support and provide technical assistance to assist in the development of road
improvement districts to finance road improvements.
15.5 Preserve the unique character of an area by allowing flexibility in existing roadway
improvements and maintenance while seeking a pedestrian-friendly design and desired
landscaping solutions.
15.6 Incentivize subdivision roadway connectivity.
15.7 A corridor planning/management program shall be maintained to help prioritize various
active transportation projects.
Priority Actions
15.a Create and adopt a performance measure program/policy. PROGRAM
15.b Amend the HCC to promote connectivity and discourage neighborhoods with only one
inlet or outlet. CODE AMENDMENT
15.c Establish a corridor planning/management program that is data-driven and uses
performance-based targets and outcomes. PROGRAM
15.d Designate new connectivity points for local traffic roads and create redundant routes for
existing highways, utilizing existing routes where possible, that can also serve as
emergency and evacuation routes. PROJECT
Objective 16
Incorporate green infrastructure to reduce stormwater runoff.
Policies
16.1 Incorporate low-impact development (LID), green infrastructure strategies, and
pollution prevention procedures to address drainage in roadway design and update the
operation and maintenance of these solutions to retain integrity.
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16.2 Prioritize roadway drainage improvements in flood-prone areas.
16.3 Use native vegetation when viable and maintainable to achieve the County Street Design
Manual standards.
16.4 Maintain an Adopt-a-Street program to encourage civic participation where moderate
landscaping and roadside cleaning can be done by community groups.
16.5 At a minimum, the County shall plan, site, and develop roads, bridges, and highways to:
a) Protect areas that provide important water quality benefits or are particularly
susceptible to erosion or sediment loss;
b) Limit land disturbance such as clearing, grading, and cut and fill to reduce erosion
and sediment loss; and
c) Limit disturbance of natural drainage features and vegetation, including mitigating
impacts of stream crossings.
Priority Actions
16.a Develop green infrastructure standards including right-of-way (ROW) landscaping, low-
impact development (LID), and drainage. PROJECT
16.b Develop an Adopt-a-Street program. PROGRAM
Objective 17
Increase transportation safety for transportation’s most vulnerable
users and reduce traffic fatalities.
Policies
17.1 Human life and public health are prioritized within all aspects of the transportation
system.
17.2 Solutions should be prioritized in areas with the most vulnerable populations.
17.3 Engage communities in defining issues and developing solutions for their community,
with a particular focus on engaging disadvantaged and vulnerable populations.
17.4 Prioritize interdepartmental coordination and accountability of traffic safety through
education, enforcement, engineering, encouragement, and evaluation. Focus on policies,
practices, staffing, and programs to improve road and pedestrian safety.
17.5 Incorporate traffic-calming features into arterial road and street designs to include
vertical deflections, horizontal shifts, roadway narrowing, and closures to reduce
speeding and increase safety. These may include techniques such as roundabouts,
median barriers, speed humps, raised intersections, and other transportation industry
practices.
17.6 Commit to an equitable approach and outcomes, including prioritizing engagement and
investments in traditionally under-served communities and adopting equitable traffic
enforcement practices.
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17.7 Develop roadway standards to accommodate emerging technology for connected and
automated vehicles.
17.8 Maintain dedicated roadway standards that are appropriate to roadway type and achieve
active transportation and safety goals.
17.9 Engage and collaborate with the owners of private roads and local community groups to
help identify and develop road management agreements that mitigate road closures to
provide emergency.
Priority Actions
17.a Amend the HCC to incorporate Vision Zero safety principles and Complete Street design
principles. CODE AMENDMENT
17.b Develop educational programs promoting traffic safety. PROGRAM
Objective 18
Adequately maintain public transportation systems.
Policies
18.1 Maintain an Asset Management Program aimed at utilizing maintenance plans for
pavement, bridges, and other road infrastructure to prolong the life of our transportation
system as well as reduce its whole-life cost.
18.2 Maintain the unique features of historic bridges, while balancing safety needs and
preserving historic and scenic character.
18.3 Prioritize the replacement of deficient and inadequate bridges and maintain
pedestrian/bicycle access across bridges.
18.4 Design new bridges and bridge improvements to accommodate and not negatively
impede identified scenic resources.
18.5 Evaluate freight routes identified in the State Freight Masterplan for required
improvements to meet roadway standards.
18.6 Encourage the adoption of innovative materials and methods that improve roadway
sustainability and resilience.
Priority Actions
18.a Create an asset management program. PROGRAM
18.b Continue the bridge inspection program and expand rehab or replacement to include
active transportation accommodations. PROGRAM
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Standards
The County adheres to several federal and industry standards for roadway design. These include
the AASHTO Green Book and Roadside Design Guide, the MUTCD, the NACTO, and the Highway
Capacity Manual.12 Examples of topics addressed by these guidelines include road geometry (e.g.,
curves, sight distance), safety within ROWs adjacent to travel ways, design speeds, level of
service, signs/striping/signaling, and urban transit. In addition to these sources, the County
adheres to the following locally defined standards.
Street Standards
Highways shall not be wider than four through travel lanes that accommodate single occupancy
vehicles and should be limited to the most populated areas typically connecting residential areas
with employment centers. [Rationale: Based on the Kauai General Plan.]
Integrate transportation networks to prioritize the
most vulnerable roadways users and the greenest
modes of travel through a Multimodal Hierarchy that
prioritizes investments in the following order:
1. Pedestrian
2. Public Transit
3. Bicycle
4. Auto
The minimum roadway width standards to
accommodate the County Roadway Classifications
were adopted in RES 779-20. The following provides
an overview of this standard with reference to the
FHWA Functional Classification system.
12 AASHTO – American Association of Highway and Transportation Officials. MUTCD – Manual on Uniform Control Devices. NACTO – National Association
of City Transportation Officials.
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Table 23: County Street Typology Definitions
Street Type Designation/Function Examples Characteristics Optimal
ROW
Modal
Hierarchy
FHW
A FC
Parkway Connects regions and
towns; includes dividing
island or median strip
Volcano
Highway
(Route 11),
Queen
Kaʻahumanu
Highway
(Route 19)
Lanes 2-5
Traffic Volume:
High
300 ft. Principal Arterial Primary
Arterial
Connects regions and
towns
Māmalahoa
Highway
(Route 11),
Hawaiʻi Belt
Road (Route
19)
Lanes 2-5
Traffic Volume:
High
120 ft.
Secondary
Arterial
Serves local and visitor
traffic with fewer access
points than Collector
Streets. May carry
heavy truck traffic.
Henry Street,
Waikoloa
Road
Lanes: 2-5
Traffic Volume:
High
86-90 ft. Minor Arterial or Major Collector Collector Street Serves mostly local traffic; serves mixed-use destinations; more
access points than
Arterial Streets.
Kīlauea Avenue, Kinoʻole
Street,
Wainaku
Street
Lanes: 2-4 Traffic Volume: Medium
64-78 ft. Ped
Transit
Bike
Auto Major or Minor Collector Business
Street
Serves through and
local functions, typically found in town cores and
village centers with a higher pedestrian
volume
Keawe Street,
Aliʻi Drive, Pāhoa Village
Road
Lanes: 2-3
Traffic Volume: Medium
66-70 ft. Ped
Bike
Auto
Transit
Industrial
Street
Serves industrial and
heavy commercial
areas; serves larger
vehicles
Halekauila
Street,
Melekahiwa
Street
Lanes: 2-3
Traffic Volume:
Low to High
64-66 ft. Ped
Transit/Freigh
t
Bike
Auto Minor Collector or Industrial Street Minor
Street
Serves residential, low-
density development,
and agriculture
Alu Street,
ʻIwalani
Street
Lanes: 2
Traffic Volume:
Low
50-52 ft.
Local Rural
Road (non-
dedicated)
Serves very low-
volume, low-speed,
local travel needs,
maintains aesthetic
preferences
Lanes: 2
Traffic Volume:
Very Low
40-52 ft.
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2.5: Transportation
Terminals: Airports
and Harbors
As a major hub for tourism, commerce, and
connectivity. Hawaiʻi County recognizes the
importance of effective planning and
management of its airports and harbors.
These key infrastructure components serve as
lifelines that facilitate economic growth,
enhance regional connectivity, and provide
essential services for residents and visitors.
Airports and harbors connect the County to
the rest of the world, allowing for the efficient
movement of goods, people, and ideas. They
are essential nodes within the transportation
network, acting as important economic
drivers for the region. Efficient airports and
harbors directly contribute to the success of
various industries, including tourism,
agriculture, trade, and logistics. Moreover,
they are instrumental in supporting
emergency response efforts, disaster
management, and ensuring the overall
resilience of the region's transportation
system.
The principal concerns of planning for
transportation terminals involve a
comprehensive approach that addresses
various aspects, including location, zoning of
adjacent land, infrastructure development,
capacity management, safety and security
measures, environmental sustainability,
integration with other modes of
transportation, and financing and
programming of improvements and services
through capital improvement projects.
Although the State of Hawaiʻi Department of
Transportation (HDOT) is responsible for the
actual design, construction, and operation of
terminals and supporting facilities, the
General Plan addresses the location of these
facilities in relation to the pattern of overall
land uses. There are two deep draft harbors
on the island, one in Hilo and another in
Kawaihae.
While improvements continue to be made,
both harbor terminals lack adequate docking
and support facilities. Cargo volume at
Kawaihae Harbor has increased significantly
as the population and development in West
Hawaiʻi continue to grow. In 2011, the
Hawaiʻi Commercial Harbors 2035 Master
Plan was developed by the State to
accommodate the future needs of facilities.
Air terminals that service inter-island
transportation are in Hilo, Waimea, ʻUpolu,
and Kona. The terminals at Hilo and Kona are
overseas facilities. Oversea flights at the Kona
International Airport at Keahole will continue
to increase with the growth of resort areas in
Kona and Kohala. Overseas flights through
Hilo International Airport have been
important for agriculture in East Hawaiʻi.
Since 2011, the HDOT has embarked on a
$2.3 billion Hawai‘i Airports Modernization
Program to improve the safety, capacity, and
efficiency of our major passenger and cargo
airports.
As the population becomes more mobile and
as resident and visitor populations increase,
there will be a greater demand for new and
By the Numbers:
• Hilo and Kawaihae Harbors saw 4.168
million short tons of cargo combined
in 2016 (2017 DBEDT data book).
• Kona Airport had 847,937 passenger
departures and 859,265 passenger
arrivals in 2017.
• Hilo Airport had 36,048 passenger
departures and 33,964 passenger
arrivals in 2017.
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expanded transportation facilities that are
adjacent to compatible land uses and include
alternative and active transportation
connections to decrease the demand for cars
and reliance on fossil fuels
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Objective 19
Improve accessibility to airports, harbor systems, and support facilities.
Policies
19.1 Encourage the programmed improvement of existing terminals, including adequate
provisions for control of pollution and appropriate and adequate covered storage facilities
for agriculture products.
19.2 The State Department of Transportation should continue to implement its plans for
transportation terminals and related facilities to promote and follow desired land use
policies.
19.3 Transportation terminals should be developed in conjunction with the different elements
of the overall transportation system.
19.4 Encourage maximum use of the island's airport and harbor facilities.
19.5 Encourage the development, maintenance, and enhancement of Hilo and Kawaihae
Harbors as detailed within the State’s Hawaiʻi Commercial Harbors 2035 Master Plan.
19.6 Support the State’s objectives to acquire rights within the runway clear-zones, limit
heights within approach zones, and restrict noise-sensitive uses within designated noise
contours determined by the State.
19.7 Future land uses in the vicinity of airports and harbors should have an adequate open
space buffer and/or be compatible with the anticipated noise exposure and industrial
nature in the vicinity.
19.8 Encourage pedestrian-oriented connectivity around harbors and small boat harbors.
19.9 Explore and encourage appropriate reuse of former airport facilities.
19.10 Encourage master planning of small boat harbors to accommodate commercial fishing
and recreational fishing, tour boats, as well as residential and business activity, that
balance economic vitality and environmental sensitivity.
Priority Actions
19.a Create a strategic improvement plan, including mapping, for County owned and/or
managed boat harbors and develop an island-wide needs assessment to better serve
regional gaps in ocean accesses. PROJECT
19.b Ensure collaboration with State agencies to offer a variety of transportation options at
airports and harbors. INTERAGENCY COORDINATION
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Section 3:
Public Utilities Organization
3.1 Introduction
3.2 Electricity
3.3 Telecommunications
and Broadband
3.4 Drinking Water
Conservation
3.5 Wastewater
Treatment and Reuse
3.6 Stormwater
Infiltration and Green
Infrastructure
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3.1: Introduction
In Hawaiʻi County’s pursuit of a prosperous
and resilient future, public utilities stand as
pillars of essential infrastructure. These are
services regulated by the government and
provided in response to existing and
prospective patterns of development.
Changes in land use, population density, and
development usually generate changes in the
demand and supply of utilities. As the
backbone of modern society, public utilities
encompass a wide range of vital services that
support the health, safety, and sustainability
of our communities. This critical infrastructure
allows us to function in many ways, including
the ability to maintain healthy living
conditions and proper sanitation and access
reliable energy to power our homes and
businesses.
Public utilities play a key role in forming the
foundation upon which social, economic, and
environmental progress is built. Such
essential services enhance the quality of life
for residents, visitors, and businesses while
safeguarding the natural resources and
cultural heritage of our island. The
significance of public utilities can be
understood through their contributions in the
areas of environmental sustainability,
economic prosperity, and social wellbeing.
Public utilities drive environmental
stewardship by promoting clean energy
generation, efficient water management,
waste reduction, and recycling initiatives.
Through the application of sustainable
practices and technologies, public utilities
protect our fragile ecosystems, mitigate
climate change impacts, and preserve the
beauty of our island for future generations.
Additionally, robust and reliable infrastructure
attracts investment, supports economic
growth, and fosters job creation. From
powering local industries to enabling efficient
transportation networks, public utilities are
catalysts for economic development, making
our communities more resilient in the face of
challenges. Access to safe and affordable
utilities is a fundamental right of every
individual. Public utilities ensure equitable
distribution of resources, allowing residents of
all socioeconomic backgrounds to enjoy
necessities such as clean water, affordable
energy, and accessible internet-based
services. These services enhance public
health, education, and overall quality of life,
fostering thriving and inclusive communities.
Given the unique challenges posed by our
geography and vulnerable ecosystem, the
General Plan aims to effectively guide the
development, maintenance, and
improvement of these critical services. This
section of the Plan is primarily concerned with
the planning aspects of our electricity,
telecommunications, water, wastewater, and
stormwater systems. Planning for the location
of utility facilities such as reservoirs, pumping
stations, and sewage treatment plants is an
important aspect of the land planning
process, as it makes way for development
opportunities.
Unintegrated utilities can burden
developments with lower levels of service and
may limit or even prevent development. The
integration and availability of public utilities in
priority growth areas are imperative. Changes
in the intensity of land use greatly influence
the quantitative design of utilities and
services, particularly their design capacity.
Furthermore, there may be distinctions in the
quality and type of services offered for each
utility as land use intensities vary. These
distinctions also depend on local codes and
ordinances, health and sanitary
considerations, and practices followed by
utility companies.
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Table 24: Public Utility Challenges
General • Funding and financing the development, conversion, repair, operations, and maintenance of
public utilities are central challenges for communities, developers, and county government.
• Any large infrastructure expansions are paid for by developers and the costs are not to scale
for financing.
• Geographical variability and obstacles require creative solutions for utility buildout.
• Aging public utility infrastructure must become more resilient to natural hazards, extreme
weather events, and climate change impacts.
• Absent, aging, or dilapidated infrastructure limits new development where it is needed and consistent with strategic land use patterns and inhibits existing development.
• Outdated utility systems and practices can pose environmental and health concerns and are
expensive to change.
Electricity and
Energy • There is a heavy reliance on imported fossil fuels for power generation.
• The state of Hawaiʻi has the highest electricity rates in the United States.
• Building codes, design perspectives, and construction practices can increase electrical
demand.
• There is a constant need to update and renovate electrical systems and infrastructure.
• The adoption of renewable energy practices may offload environmental costs to other distant
communities, which can offset positive climate action.
• Renewable energy developments can be controversial, such as geothermal.
Telecommunications and Broadband • Inadequate access disrupts efficiency and productivity and is a barrier to accessing public services and information.
• Last mile infrastructure is often the most costly and difficult segment to deploy, especially for
rural areas where distances from a central distribution point are greater and population density doesn’t economically promote the deployment.
• Consistent and accurate service data is needed to provide a constantly improving network for
the island.
• Providers seeking to deploy broadband infrastructure face multiple layers of permitting and
approvals at both the State and county level, in addition to community opposition regarding
the installation of telecommunications towers.
• Limited competition in broadband service providers and transpacific backhaul providers means
high consumer rates due to a lack of competition within the market.
Drinking Water • Disputes over water source capacity can prevent development where it is needed and
consistent with desired development patterns.
• Water commitments have been assigned to parcels that are not being developed or lack
development potential.
• Guidelines for assigning water units per system need to be updated.
• Modeling of water demand and potential demand needs to be closely aligned to land use.
• The water systems serving, South Kohala, North Kona, and Puna will require additional source
development.
• On-site wastewater disposal can adversely impact groundwater resources.
Wastewater • Wastewater planning and policy primarily focus on maintaining and servicing existing systems and do not proactively plan for developing new systems to accommodate growth or to extend
existing lines to align with urban zoning.
• County policy has largely relied on private developers to develop commercial and private
wastewater systems for new development, which ultimately leaves significant municipal
service gaps in urban areas.
• Many County wastewater systems may not be able to accommodate unserved, existing zoned capacity and projected growth.
• Landowners and developers may incur the costs of constructing private systems or upgrades
due to the insufficiency and lack of wastewater systems in many areas.
• Wastewater requirements hinder the redevelopment or rehabilitation of existing structures
and are often seen as an affordable housing issue.
• Treated wastewater is typically discharged into ocean waters or injected into the ground and is not generally reused.
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• Wastewater infrastructure improvement and development costs are not fiscally planned for, either in the County budget or through county wastewater fee valuation.
• Individual wastewater systems (IWS) are associated with limitations and regulations.
Currently, the Department of Health’s rules do not allow single-family dwellings and additional dwelling units (ADU) on a single IWS system.
• Reliance on IWS is an impediment to compact development due to minimum lot size
requirements for IWS, thereby contributing to sprawl.
• Coastal residential neighborhoods without centralized wastewater are contaminating near-
shore waters with pollution from IWS.
Stormwater • The future impacts of climate change on future rainfall volumes are uncertain.
• Outdated codes limit the effectiveness of stormwater infrastructure and stormwater-related
practices.
• Water quality changes caused by non-point source pollution, human activities, erosion, and
sediment transport can negatively impact environmental systems and processes.
• A lack of incentives and flexibility exists in the permitting process for stormwater and green infrastructure.
• There is a lack of a dedicated funding source for public systems.
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Table 25: Public Utility Opportunities
General • Pursue creative funding and financing tools such as Community Facilities Districts (CFD) and
Improvement Districts, for utility development, conversion, repair, operations, and maintenance.
• Ensure that utility development matches desirable development priorities.
• Streamline the process of utility infrastructure development to achieve the highest possible level of service for our communities.
• Lead the charge in resource conservation and assess creative solutions to incentivize resource
conservation for the public.
• Prioritize the conversion and modernization of outdated utility systems and practices.
• Use an integrated approach to value all water as a resource (i.e., drinking water, wastewater,
stormwater).
• Collaborate with asset management (e.g., road resurfacing and utility upgrades).
• Explore public-private partnership opportunities to create circular systems.
• Increase partnerships and enhance collaboration with government, private and nonprofit agencies, and other stakeholders.
Electricity and
Energy
• Promote and support the development of alternative energy production facilities.
• Be a net power producer with hydrogen and waste management.
• Hawaiʻi Island has the highest renewable energy percentage in the State. Continue to support
renewable energy projects to decarbonize our energy system and stabilize electricity costs.
Telecommunications and Broadband • Support the County’s Broadband Initiative and coordination with the State to facilitate digital equity efforts (e.g., establishing broadband as a public utility, infrastructure deployment,
providing training support, and coordinating funding strategies for broadband and
telecommunication services).
• Compact development and higher population densities where appropriate are favorable for
commercial service providers as they contribute to more economically viable market
conditions.
• Providing consistent and accurate digital literacy data will promote a desirable level of service
for all residents.
• Increasing digital inclusion efforts, which focus on ensuring both access to and ability to use a range of technologies, will contribute to better outcomes for health, public safety, economic
opportunity, and civic participation.
• Streamlining permitting and approval processes will improve the efficiency of broadband and telecommunication development and delivery.
• Pursue partnerships to develop public spaces with broadband access.
Drinking Water • Explore innovative ways to fund water infrastructure improvements to attract development
that is consistent with desired density and the land use pattern.
• Pursue financial modifications to provide creative funding for significant expansion of water
systems to reach new customers in non-service areas.
• Promote and practice water conservation practices to maximize efficient water use.
• Adopt One Water recommendations to standardize interagency collaboration in planning for and managing water resources.
• Rainfall collection can provide additional water capacity even where we have DWS systems.
• Align the Water Use Development Plan, Master Plan, General Plan, DWS CIP, DWS guidelines, DWS water commitments, and private improvements to the DWS system.
• Exercise some controls over the permitted uses within the defined zone of influence for
downstream deep well sources.
• Encourage groundwater recharge through on-site practices.
Wastewater • Increase opportunities for recycled water.
• Prioritize sewer for sensitive urban areas.
• Proactively seek grant funding to assist with wastewater development.
• Full Value Pricing of wastewater services.
• Advocate for expanding cesspool conversion tax credit to all cesspool conversions.
• Explore opportunities for public-private partnerships as well as those for technology upgrades and innovation.
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• Promote the expanded use of greywater for landscape irrigation and groundwater recharge via rules for new construction and retrofits.
• Advocate to DOH to adopt appropriately scaled requirements and standards and develop
flexible guidelines for designing and permitting wastewater systems that meet environmental objectives.
• Low-pressure systems should be prioritized for retrofitting instead of gravity flow.
• Higher-density development can contribute more to a centralized system.
• Increase availability and access to information about private wastewater treatment plant
capacities or expansion opportunities.
Stormwater • Prioritize resiliency measures that support climate change impact scenarios.
• Regularly amend County codes to be as current and innovative as possible.
• Be a leader in prioritizing green infrastructure over gray infrastructure.
• Ensure that stormwater infrastructure decisions align with related plans and the CIP budget.
• Green infrastructure practices may provide opportunities for creating or expanding industry.
• Prioritize the use of native plants in landscaping.
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Public Utilities Goal
Objective 20
Improve the efficiency, reliability, and sustainability of essential
infrastructure systems.
Policies
20.1 Public utility facilities shall be designed at a scale that meets the needs of future
development.
20.2 Provide utilities and service facilities that minimize total cost to the public and effectively
serve the needs of the community.
20.3 Utility facilities shall be designed to complement adjacent land uses and minimize
pollution or disturbance of the natural environment and natural resources.
20.4 Improvement of existing utility services shall be encouraged to meet the needs of users.
20.5 Encourage the clustering of developments to reduce the cost of providing utilities.
20.6 Develop short- and long-range capital improvement programs and plans for public
utilities within its jurisdiction that are consistent with the General Plan.
Our communities are adequately served by sustainable and efficient public
infrastructure, utilities, and services based on existing and future growth
needs, sound design principles, and effective maintenance practices.
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3.2: Electricity and Renewable Energy
Hawaiʻi Island’s communities and economy
rely on the constant availability of energy. The
energy produced and consumed in Hawaiʻi is
predominantly electricity or used for
transportation. However, our energy needs
today are met with an increasingly cleaner
combination of energy sources. Hawaiʻi
possesses an abundance of natural resources,
including wind, solar, flowing water,
bioenergy, and geothermal, that can be used
to produce energy. Harnessing these
resources while reducing the use of non-
renewable sources, such as petroleum, coal,
and fossil-based natural gas is key to
achieving our state’s clean energy goals.
Hawaiʻi County is focused on electricity
transformation to renewable energy. This
transition supports greater resiliency for our
island, independent of imports when a natural
disaster or shortage occurs.
The existing electric distribution system
consists of several different voltage levels:
2.4kV, 4.16kV, 7.2kV, 12.47kV, and 13.8kV.
The distribution system consists of both
underground systems and overhead pole
lines, yet overhead pole lines are more
common because of Hawaiʻi Island’s
topography. The use of underground systems
has mostly been in West Hawaiʻi’s newer
subdivisions and developments. The Hawaiʻi
Electric Light Company, Inc. (HELCO) supplies
electricity for Hawaiʻi Island and operates
major switching stations (used to transfer the
flow of power between different transmission
circuits) at critical locations around the island.
These transmission switching stations provide
greater system flexibility and increase system
reliability in supplying power to the various
distribution substations and eventually, to
customers. Distribution substations, which
transform voltages to distribution voltages,
are also located island-wide in proximity to
communities and other developments.
In June 2015, the State of Hawaiʻi became the
first state in the country to commit to 100
percent clean energy. Governor Ige signed
into law House Bill 623 which calls for the
State of Hawai‘i to produce 100 percent of its
electricity from renewable sources by the year
2045. As a result, renewable energy
production has been prioritized. The
renewable portfolio standard (RPS)
represents the renewable energy used by
customers as a percentage of total utility
sales. In May 2022, Hawaiʻi Island
experienced a peak in renewable energy at
89 percent. The mix of renewable sources
includes the following:
• 15.8% Customer-Sited Solar
• 15.7% Geothermal
• 10.6% Wind
• 3.5% Biofuel
• 2.1% Hydro
• 0.3% Grid-Scale Solar
Overall, the County leads the State in
renewable energy generation, at 47.9
percent. While Hawaiʻi is in the process of
building its renewable energy, it remains the
most energy-insecure state in the nation and
most dependent on fossil fuels.
Electricity sales have been trending down
over the past decade, mainly due to the
decrease in commercial customers and
commercial sales. Electricity consumption by
streetlights has also been declining. In 2022,
HELCO’s power generation system had a total
firm capacity of 280.5 megawatts (MW). The
approximate non-firm capacity was about
168.6 MW.
The island’s electric grid is only 40 percent
dependent on foreign oil when all its
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renewable power plants are running.
However, the grid does not account for
propane use, meaning Hawaiʻi Island is more
dependent on foreign fuel than reflected by
the grid. Therefore, operations cost is higher
for businesses in Hawaiʻi, even when using
less energy than comparable businesses on
the continent. In the face of international oil
shortages or economic disruptions, the
dependence on foreign oil will continue to
increase the costs of living and operating
businesses on the island. Hawaiʻi residents
have already experienced increased costs of
electricity as a result of the Ukraine-Russia
war.
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Objective 21
Strive towards energy self-sufficiency.
Policies
21.1 Increase partnerships and interagency collaboration to ensure that energy facility
production and distribution is adequate, efficient, and dependably available to each
community to support present and future demands.
21.2 Promote and encourage the creation of a modern grid to support the use of distributed
generation such as private photovoltaic systems connected to the grid.
21.3 The County shall remove barriers to energy systems that improve independence and
resiliency, such as microgrids, combined heat and power (CHP), backup generation and
storage, and other decentralized electricity systems.
21.4 Maintain tax incentives for renewable energy improvements and continue to revise
incentives as energy technologies progress.
21.5 Continue to participate at the State level to provide feedback on all energy-related
initiatives and proposed revisions to comprehensive Integrated Resource Plans.
21.6 Advocate to the Public Utility Commission (PUC) in support of the following types of
strategies and initiatives:
a) Programs and fee structures that promote renewable energy
b) Consumer incentives to utilize renewable alternatives
c) Social Equity analysis of proposed energy projects to ensure residents are protected
as energy consumers regarding rates, grid planning, utility compensation, and energy
project siting
Priority Actions
21.a Partner with government, private and nonprofit agencies, and other stakeholders for the
research and development of alternative/renewable energy resources. R&D Phase 1
INTERAGENCY COORDINATION
21.b Develop standards and principles for reviewing PUC applications. R&D phase 1 PROJECT
21.c Support Net-Metering (NEM), Feed-in-Tariff (FIT), and other programs designed to lower
costs and diversify power sources. R&D phase 1 PROGRAM
21.d Conduct a feasibility report for using renewable sources to generate power for public
utility infrastructure. PROJECT
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3.3: Telecommunications and Broadband
Connectivity
Hawaiʻi Island has seen an acceleration in the
development of telecommunication
technology and a transformation of the
telecommunications industry. Technological
advancements and industry competition have
made wireless communication more
affordable and accessible to the public.
Broadband service and its critical
infrastructure are increasingly becoming part
of the class of essential utilities as many
aspects of life and work are online.
The mission of the County is to advocate for
and promote equitable access to affordable
high-speed internet for all residents,
businesses, and institutions on Hawaiʻi Island.
The County is estimated to have more than
11,000 households without or limited to
broadband access. The County completed a
fiber ring in 2022, which serves as a backbone
to connect County departments with
telecommunication services. From January
2022 to October 2022, there were
approximately 5,300 subscribers and 440
internet-connected devices through the
Affordable Connectivity Program (ACP), which
is a federal program that assists low-income
households with the costs of broadband
service and internet-connected devices. As of
February 2023, there are 5 County locations
with public Wi-Fi Internet locations provided
at no cost to the community.
Hawaiʻi requires an expansive range of
infrastructure and technology to ensure
broadband connectivity throughout the
islands and with the rest of the world.
Broadband networks rely on physical
infrastructure such as cables, wires, servers,
routers, and wireless towers, to provide users
with high-speed internet access. The
construction, connection, and maintenance of
this infrastructure entail a complex process of
acquiring necessary permits and easements,
siting the facilities, and labor-intensive
activities to ensure the adequate functioning
of equipment and across infrastructure
components. Internet access requires a fixed
or mobile wireless connection which may be
achieved through a range of technologies.
Broadband is foundational to economic
development, job creation, global
competition, and the ability to engage in
society. Similar to the way electricity has
revolutionized life around the world,
broadband is fueling entire new industries and
generating innovative solutions for accessing,
organizing, and sharing information.
Broadband as a public utility plays a vital role
in accessing and providing education and
health services, managing energy, preserving
public safety, and engaging with the
government.
Striving for Digital Equity
The Hawaiʻi Island Digital Equity Coalition (HIDEC) is
a collection of Hawaiʻi Island partners working
together to bridge the digital divide within our
communities.
The digital divide is the gap between those who have
affordable access, skills, and support to effectively
engage online and those who do not. Digital equity is
the goal, in which all individuals and communities
have the information technology capacity needed for
full participation in society, democracy, and economy.
Digital inclusion is how we achieve digital equity. Key
elements of this work include affordable, robust
broadband internet service; internet-enabled devices;
access to digital literacy training; quality technical
support; and applications and online content
designed to enable self-sufficiency, participation, and
collaboration.
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Objective 22
Advance policies, programs, and initiatives for public and/or private
investment in broadband and telecommunications infrastructure.
Policies
22.1 Treat broadband access as a basic utility that is available to all communities.
22.2 Develop and support a program of free, public-use broadband services at appropriate
County-owned facilities, mass transit facilities, and other community anchor institutions.
22.3 Collaborate with utility companies to incentivize the underground siting of electrical and
telecommunications facilities within public rights-of-way.
22.4 Continuously improve the use of broadband communications and digital technology to
educate and provide public services with a focus on digital access.
22.5 Siting of new communications facilities shall comply with performance standards and
site co-location as stated in HCC, Section 25-4-12 Note: HCC update will include details
22.6 Support projects that address service gaps in Hawaiʻi’s broadband infrastructure.
22.7 Advocate for connectivity to businesses to protect the viability of businesses and the
livelihoods of residents.
22.8 Promote and incentivize the landing of transpacific submarine fiber optic cables.
22.9 Alleviate barriers and assist broadband projects with navigating through the regulatory
permitting process.
22.10 Maintain and improve cyber security and informational security of telecommunication
facilities.
22.11 Advocate for service diversity, redundant network capacity, and provide improved
communications to outlying rural areas and other underserved or unserved communities.
22.12 Plan for broadband infrastructure to support smart grid development.
Priority Actions
22.a Support refurbishment, upcycling, recycling, and reuse of computers and other devices.
PROGRAM
22.b Develop standards for the construction of wireless telecommunication facilities. [code |
PD | phase 1] PROJECT
22.c Collaborate with government, private and nonprofit agencies, and other stakeholders to
create and maintain an inventory and mapping of communications infrastructure,
including but not limited to wireline, wireless, cell tower locations, and known proposed
facilities. [project | R&D | phase 1] INTERAGENCY COORDINATION
22.d Collaborate with government, private and nonprofit agencies, and other stakeholders to
remove regulatory barriers and seek funding to complete and improve the island’s fiber
optic loop in an environmentally and economically appropriate manner. [project | PD |
phase 1] INTERAGENCY COORDINATION
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22.e Advocate for provider and consumer incentives to address last-mile installation and/or
service plans. [program | R&D | phase 2] PROGRAM
22.f Collaborate with government, private and nonprofit agencies, and other stakeholders to
progressively improve broadband speeds to keep pace with technological advances.
[program | R&D | phase 2] INTERAGENCY COORDINATION
22.g Collaborate with broadband service providers to ensure all users with efficient service.
[program | R&D | phase ongoing] PROGRAM
22.h Collaborate with the telecommunications industry to increase the availability of
emergency telephones throughout the island. [program | R&D | phase 2] PROGRAM
22.i Pursue partnerships and funding for broadband initiatives and deployments. [program |
R&D | phase 3] PROGRAM
22.j Support the coordination of infrastructure projects between the public and private
sectors to create areas for the deployment of broadband zones. Note: BB Strategic plan
calls for businesses specifically [program | R&D | phase 2] INTERAGENCY
COORDINATION
22.k Seek federal and other opportunities for the funding of broadband infrastructure.
[program | R&D | phase 2] PROGRAM
22.l Support the State to develop a Broadband Dashboard to track progress and gaps that
will inform decision-making in business development on Hawaiʻi Island. [project | R&D
| phase 2] PROJECT
22.m Foster public-private partnerships to support the development and expansion of
broadband infrastructure, including community networks. [project | R&D | ongoing]
PROGRAM
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3.4: Drinking Water Conservation
The Hawaiʻi State Constitution provides that
all public natural resources, including water,
are held in trust by the State for the benefit
of the people. The State Constitution further
maintains that “the State has an obligation to
protect, control, and regulate the use of
Hawaiʻi’s water resources for the benefit of its
people.” Water availability is crucial to any
type of development, whether urban, rural, or
agricultural. Water availability is based on the
sustainable yields of the groundwater
hydrologic units established through the State
Water Code.
Land use allocation must be closely related to
water availability, including the quantity and
quality of the water, and the adequacy of the
transmission and distribution system. The
General Plan requires an understanding of
water availability and capacity, current
demands, and future demands based on
planned and anticipated future growth and
land uses.
The County’s Department of Water Supply
(DWS) is the primary agency that manages,
controls, and operates the water supplies of
the County and its properties. There are 23
individual water systems distributed
throughout the island. Water demand is
directly related to population and industry
usage and is expressed as gallons per day
(gpd) or million gallons per day (mgd).
Demand does not represent domestic
consumption alone, but also includes all
agricultural, industrial, and commercial uses,
fire protection, and other uses. In some
areas, however, non-domestic users are likely
to create the major demand, and careful
attention must therefore be given in any
study of probable future water needs.
In Hawaiʻi, there are a multitude of public
agencies that are either actively tasked with
regulating water resources or whose policies
affect water use. There are also a number of
private entities that use and manage water
resources. Over the decades, water
management has become segregated in a
way that has created disjointed, mechanical
approaches to a naturally continuous
resource. The disconnection has included
narrow perspectives that fail to see the larger
picture. Hawaiʻi County aspires to achieve
water resource management that is free from
the limitations and issues of siloed practices,
processes, agencies, and government bodies.
Achieving a One Water approach in Hawaiʻi
County includes actionable steps that can be
adapted and adjusted to localize the One
Water strategies.
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Objective 23
Increase the protection of existing and potential sources of drinking
water.
Policies
23.1 All public water systems shall be designed and built to the Department of Water Supply
dedication standards. All other systems shall meet all relevant health and safety
regulations and be designed and constructed by a licensed engineer.
23.2 Water sources shall be adequately protected to prevent depletion and contamination
from natural and man-made occurrences or events.
23.3 A coordinated effort by County, State, and private interests shall be developed to identify
sources of additional water supply and be implemented to ensure the development of
sufficient quantities of water for existing and future needs of high-growth areas and
agricultural production.
23.4 Installation or rehabilitation of water distributions shall be sized to adequately meet fire
protection.
Drinking-Water Conservation
23.5 Ensure the highest quality of water is reserved for the most valuable end-use.
23.6 Proposed discretionary permits for large development projects (200+ units) in the North
Kohala, South Kohala, North Kona, South Kona, and Kaʻū Districts should be designed
to be as water neutral as reasonably possible through water conservation, recharge, and
reuse measures to reduce the water footprint.
Drinking-Water Quality
23.7 Promote best practices in sustainable water collection and use for private water systems.
Drinking-Water Prioritization
23.8 Water system improvements, including exploratory wells, shall correlate with the
County's desired land use development pattern.
23.9 The Department of Water Supply shall prioritize infill development and focus source
development to serve designated Urban Growth Areas.
23.10 Water demand projections shall include all consumptive and non-consumptive demands.
23.11 The Department of Water Supply and the Planning Department shall coordinate priorities
before the adoption of any new water development or County land use plans.
23.12 All County potable water systems should have backup standby sources.
One Water
23.13 Treat all water as a valuable resource in community design, and integrate designs for
drinking water, stormwater, and recreational water needs.
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23.14 Manage water, stormwater, and wastewater as the same natural resource in
collaboration with DWS, DEM, DPW, DOH, etc.
23.15 New developments should be designed to reduce water demand, retain runoff, decrease
flooding, and recharge groundwater.
23.16 Support localized, small-scale solutions to water reuse and onsite systems.
Priority Actions
Drinking-Water Conservation
23.a In collaboration with National Oceanic and Atmospheric Administration (NOAA), conduct
further research on localized rainfall modeling to accurately assess future precipitation
trends. [project | DWS | phase 2] PROJECT
23.b Expand water conservation programs, primarily aimed at reducing demand, such as leak
detection, rebates for low flow, etc. [project | DWS | phase 1] PROJECT
23.c Evaluate and amend the fee schedule for water use to take into account high water use
and aquifer recharge projections. Use the funds generated to pay for conservation
measures and infrastructure. [project | DWS | phase 1] PROJECT
23.d Improve county water conservation practices to lead by example. [project | DWS |
ongoing] PROGRAM
23.e Maintain the water master plan to consider water yield, present and future demand,
alternative sources of water, guidelines, and policies for the issuing of water
commitments. [project | DWS | ongoing] PROGRAM
Drinking-Water Quality
23.f Collaborate with the State Department of Health to develop standards and/or guidelines
for the construction and use of rainwater catchment systems to minimize the intrusion
of any chemical and microbiological contaminants. [code | DWS | phase 1]
INTERAGENCY COORDINATION
23.g Promote the use of groundwater sources to meet State Department of Health water
quality standards. [project | DWS | ongoing] PROJECT
23.h Seek State and Federal funds to assist in financing projects to bring the County into
compliance with the Safe Drinking Water Act. [project | DWS | ongoing] PROJECT
23.i Explore the feasibility of incentive methods such as property tax dedications,
conservation easements, or transfer of development rights to protect the defined zone
of influence of existing or proposed public and private wells. PROJECT
Drinking-Water Prioritization
23.j Investigate alternative financing options for expanding water systems to support infill
growth consistent with the County’s desired land use development pattern. [project |
DWS | phase 1] PROJECT
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23.k Develop criteria and standards for all variances in water supply. [code | PD | phase 1]
PROJECT
23.l Collaborate with government, private and nonprofit agencies, and other stakeholders to
develop, improve, and expand agricultural water systems in appropriate areas on the
island. [project | DWS | ongoing] INTERAGENCY COORDINATION
23.m Continue to participate in the United States Geological Survey’s exploratory well drilling
program. [project | DWS | ongoing] PROGRAM
23.n Expand programs to provide agricultural irrigation water. [project | R&D/DWS | ongoing]
PROGRAM
One Water
23.o Develop water conservation and stormwater management guidelines for commercial,
industrial, and residential properties. [project | DPW | phase 1] PROJECT
23.p Codify the administrative structure needed to develop a water resource program and
interdepartmental collaboration framework. [project | DWS |phase 1] PROJECT
23.q Collaborate with government, private and nonprofit agencies, and other stakeholders to
develop and facilitate community partnerships between upstream and downstream
communities. [project | DWS | ongoing] INTERAGENCY COORDINATION
23.r Create public-private partnerships to leverage funding sources. [project | DWS |
ongoing] PROGRAM
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Standards
Table 26: Water System Standards Domestic Consumption Guidelines
ZONING DESIGNATION AVERAGE DAILY DEMAND
Residential:
Single-Family or Duplex
Multi-Family
400 gals/unit
400 gals/unit
Commercial 3000 gals/acre
Resort 400 gals/unit or 17,000 gal/acre
Light Industry 4000 gals/acre
Schools and Parks 4000 gals/acre or 60 gals/student
Agriculture 3400 gals/acre
• A unit, or, more precisely, one Equivalent Unit (EU) of water allows for
an average daily usage of up to 400 gallons per day and a maximum
daily usage of up to 600 gallons on any day but the average is still not
allowed to exceed 400 gallons per day.
• One EU is typically served through a 5/8-inch meter and is considered
adequate for a single-family home or dwelling and allows for some
landscape or gardening usage.
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3.5: Wastewater Treatment and Reuse
The General Plan recognizes the significance
of wastewater treatment and reuse as
essential components of the County’s
comprehensive water management strategy.
Adequate sewer systems are vital to maintain
public health and protect the environment. As
communities generate wastewater through
various sources such as residential,
commercial, and industrial activities, effective
treatment is necessary to remove harmful
pollutants and contaminants before the water
is discharged back into the environment.
Improperly treated wastewater can have
detrimental effects on marine ecosystems,
coastal waters, and freshwater resources,
jeopardizing both human and ecological
health.
An adequate system minimizes contamination
of both the groundwater supply and coastal
waters, beaches, and waterborne recreational
areas and is not a visual and odor nuisance.
Land development plans for resort-residential
complexes located in shoreline areas pose a
potential water quality problem for adjacent
near-shore waters. Adequate treatment
facilities are essential prerequisites for
development.
Wastewater reuse, also known as water
recycling or reclaimed water, involves
treating wastewater to a level suitable for
non-potable uses. Reusing treated
wastewater provides an opportunity to
conserve precious freshwater resources and
reduce the strain on existing water supplies.
For Hawaiʻi Island, where freshwater
resources are limited and vulnerable to
climate change impacts, the implementation
of wastewater reuse projects becomes vital
for ensuring water sustainability. By
implementing appropriate treatment
processes, treated wastewater can be used
for a range of purposes, including irrigation of
agricultural lands, landscape irrigation,
industrial processes, and groundwater
recharge. This practice helps meet non-
drinking water needs, reducing the reliance
on freshwater sources for non-potable
purposes and leaving more available for
essential uses like drinking water.
The County operates municipal sewerage in
Hilo, Papaikou, Kapehu, Pepeʻekeo, and
Kealakehe. The remaining communities are
served by private wastewater treatment
facilities or individual facilities, such as
cesspools or septic tanks. In 2017, the
Hawaiʻi State Legislature passed Act 125,
mandating that all Hawaiʻi’s cesspools be
replaced by 2050. Cesspools are substandard
sewage disposal systems as they do not treat
wastewater. According to the latest report on
the Hawaiʻi Cesspool Hazard Assessment and
Prioritization Tool, Hawaiʻi Island contains an
estimated 48,596 cesspools. Sewerage
disposal system designs must be examined
with the particular region in mind. Of critical
importance in an examination of sewerage
disposal for a community is the cost of the
system, including construction and operation
costs. These costs vary with the
characteristics of each area.
The Safe Drinking Water Act of 1974 (PL 93-
523) legislated the protection of all aquifers
or portions of aquifers currently serving as
drinking water sources and any other aquifer
capable of yielding consumable water. This
mandate was based on a national concern for
the quality of the groundwater and the
increasing evidence of contamination of this
valuable resource.
In 1976, the State Legislature enacted Act 84,
relating to safe drinking water, which requires
the State Department of Health (DOH) to
establish an underground injection control
program to protect the quality of the State’s
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underground sources of drinking water.
Because of the importance of groundwater as
a source of municipal water supplies, the
underground injection control program is
considered a beneficial approach in the
identification of aquifers that should be
protected from subsurface disposal of
wastewater through injection wells.
The protection of these aquifers is established
by designating areas currently being used or
will be used in the future for drinking water
supply. The Underground Sources of Drinking
Water (USDW) will be protected from
pollution by prohibiting the construction of
new injection wells that may pollute the
USDW. Injection wells are allowed in
exempted areas. The boundary lines between
the USDW and the exempted areas have been
developed. Under Chapter 62, Wastewater
Systems, the DOH adopted a 1,000-foot
setback of wastewater systems from all public
drinking water wells and springs.
In compliance with the Federal Water
Pollution Control Act Amendments of 1972
(Public Law 92-500), the DOH and the County
jointly prepared the Water Quality
Management Plan for Hawaiʻi County in 1978
and subsequently updated the plan in 1980.
In 1979, the County Council adopted the plan
through a resolution to serve as the planning
guide for the development of regional waste
treatment systems and the control of non-
point sources of pollution. To implement the
management plan, the County has prepared
facility plans for various areas on the island.
Facility plans are developed by the County to
satisfy a requirement for the application of
loans from the State to develop wastewater
treatment facilities. The facility plans identify
problems, potential solutions, and costs.
In 1985, the State Legislature enacted Act
282, Relating to Environmental Quality, which
reassigns the County, effective July 1, 1987,
or upon receipt of State funds, to assume
complete administration and implementation
for the regulation of sewerage and
wastewater treatment system programs.
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Objective 24
Planned and developed municipal sewer capacity is expanded to serve
our Urban Growth Areas and reduce sewage-related impacts on water
quality.
Policies
24.1 A Sewerage Study for All Urban Areas, including appropriate water quality management
strategies, shall be completed and used as guides for the general planning of sewerage
disposal systems.
24.2 Private treatment systems shall be installed by land developers for major resorts and
other developments along shorelines and sensitive higher inland areas, except where
connection to nearby treatment facilities is feasible and compatible with the County's
long-range plans, and in conformance with State and County requirements.
24.3 Immediate steps shall be taken to designate treatment plant sites, sewerage pump
station sites, and sewer easements according to the facility plans to facilitate their
acquisition.
24.4 The county shall obtain State and Federal funds to finance the construction of proposed
sewer systems and improve existing systems.
24.5 Plans for wastewater reclamation and reuse for irrigation and biosolids composting
(remaining solids from the treatment of wastewater are processed into a reusable
organic material) shall be utilized where topographically feasible and needed for
landscaping purposes.
Wastewater and Environmental Quality Prioritization
24.6 Pollution shall be prevented, abated, and controlled at levels that will protect and
preserve public health and wellbeing through the enforcement of appropriate Federal,
State, and County standards.
24.7 Ensure municipal wastewater systems serve designated Urban Growth Areas with the
capacity to accommodate projected population growth.
24.8 Average Daily Flow (ADF) for residential shall be 70 gallons per day per capita within
any dwelling. For commercial and industrial uses (for example laundromats, food or
beverage processing plants, et cetera) the ADF must be calculated based on the type of
fixtures, number of fixtures, usage, and occupancy.
24.9 The Department of Environmental Management and the Planning Department shall
coordinate priorities before the adoption of any new wastewater development or land
use plans.
24.10 Prioritize developing a multipronged approach to wastewater infrastructure funding,
including proactively seeking grant funding for wastewater system expansion,
improvements, and new development.
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24.11 Ensure wastewater fees reflect actual costs for service, maintenance, and future
improvements.
24.12 Ensure that wastewater systems and improvements are designed and functioning to
maximize system efficiencies, prevent accidental leaks or spills, and provide sanitary,
reliable wastewater treatment that is not negatively impacting natural resources.
One Water-Recycled Water Expansion
24.13 Strive for an integrated approach to stormwater and wastewater, and water resource
management that is comprehensive and as efficient as possible.
24.14 Encourage on-site water reuse solutions for large developments.
24.15 Encourage and incentivize the collection of rainfall for non-potable use.
24.16 Prioritize the use of gray water in areas connected to county water and not connected
to county wastewater.
Priority Actions
Wastewater and Environmental Quality Prioritization
24.a Prioritize areas…Establish community sewer districts, also known as facility community
districts.
24.b Review, assess, and amend codes relating to sewer connection requirements (§21-5,
21-6, 23-85, and 25-2-46) to ensure wastewater issues and requirements are addressed
in a consistent, sustainable, and socially equitable way. CODE AMENDMENT
24.c Develop a wastewater master plan with a clear prioritization method for wastewater
system expansions and improvements based on criteria involving land use, projected
growth, social equity, and environmental factors. PROJECT
24.d Develop plans to improve, connect, or develop new wastewater systems in unsewered
urban coastal communities. PROJECT
24.e Perform a study to assess individual wastewater systems (IWS) in unsewered urban
growth areas to assess the rate of failures/negative impacts, determine rates of large
capacity cesspools still in use, and develop plans to improve, connect, or develop new
wastewater systems for unsewered urban communities. PROJECT
24.f Proactively seek opportunities for public-private partnerships for wastewater
development. PROJECT
24.g Facilitate the use of infrastructure improvement districts and other types of localized
funding mechanisms to fund improvements. PROJECT
24.h In collaboration with the Department of Health Wastewater Branch, amend HCC, Section
23-85(a) to extend the minimum distance required for subdivisions to connect to existing
sewer systems. The recommended requirement is: “sewer lines shall be installed where
the subdivision is within one thousand three hundred twenty lineal feet (1/4 mile) of the
existing sewer system.” CODE AMENDMENT
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24.i Streamline the sewer connection loan program. PROJECT
24.j Develop wastewater cost valuation in service fees (similar to the water model fee
structure). PROJECT
24.k Develop a criteria-based infrastructure prioritization tool to develop new or expand
existing municipal wastewater systems. Base these priority areas on designated urban
growth boundaries, urban zoning and density, population trends and anticipated growth,
health/safety, and environmental factors. PROJECT
24.l Implement innovative wastewater systems at a cost-effective scale for small
communities. PROJECT
24.m Amend the HCC (including developing criteria and exceptions) to require connecting to
accessible private sanitary sewer treatment facilities (PUC regulated and with existing
capacity) to Section 21-5 (a) instead of only requiring connection to public sewer. CODE
AMENDMENT
24.n Amend HCC, Section 21-26-1(a) requiring “all sewer extensions shall be approved by
resolution of the County council” to read, “all sewer extensions outside of Urban Growth
Areas shall be approved by resolution of the County council.” [Code] CODE AMENDMENT
24.o In collaboration with the Department of Health Wastewater Branch, reevaluate and
clarify the requirements set forth in section HAR 11-62-31.1(a) (1) (B) and amend
County sewer requirements accordingly to accommodate needed housing units.
INTERAGENCY COORDINATION/CODE AMENDMENT
24.p Collaborate with the Department of Health to advance progressive wastewater
technology and regulations. INTERAGENCY COORDINATION
One Water-Recycled Water Expansion
24.q In collaboration with the Department of Agriculture, develop a water resource strategy
for efficient agricultural water use and reuse. PROJECT
24.r Install non-potable systems, such as reclaimed wastewater, brackish groundwater, and
untreated surface water in proximity to priority Urban Growth Areas for non-potable
water uses. PROJECT
24.s Conduct supply and demand studies to determine a Level of Service for non-potable
water needs. PROJECT
24.t Facilitate greywater reuse systems through code amendments and through partnering
with DOH for regulatory changes and incentives. CODE AMENDMENT
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3.6: Stormwater Infiltration and Green
Infrastructure
Stormwater management and the
implementation of green infrastructure are
critical elements of the General Plan for their
vital role in sustainability on Hawaiʻi Island.
As an island ecosystem with limited
freshwater resources and vulnerable coastal
areas, managing stormwater effectively and
integrating green infrastructure practices are
essential for preserving our water resources
and ensuring environmental sustainability.
Stormwater refers to the runoff from
precipitation that flows over land surfaces,
eventually entering water bodies such as
streams, rivers, and oceans. Stormwater is a
crucial element of the island’s overall water
landscape. While precipitation may be an
obvious contributor to stormwater, all the
phases of the hydrologic cycle are related to
stormwater and are influenced by public
utility decisions made in the built
environment. Precipitation and surface runoff
are often the phases of the hydrologic cycle
that people recognize as stormwater, whereas
evaporation, transpiration, and condensation
are not as easily observed processes.
Uncontrolled stormwater runoff can lead to
various detrimental effects on water
resources and ecosystems. Polluted runoff,
also known as nonpoint source pollution, from
agriculture, urban development, forestry,
recreational boating, marinas,
hydromodification, and wetlands activities is
the leading cause of water pollution in waters
across the country and in Hawaiʻi.
Uncontrolled stormwater runoff can also lead
to localized flooding, causing damage to
infrastructure, property, and even loss of life.
Implementing stormwater management
strategies helps to control the flow of
stormwater, reducing the risk of flooding and
associated hazards. Moreover, excessive
stormwater runoff can cause soil erosion,
leading to the loss of fertile topsoil,
sedimentation in water bodies, and
degradation of natural habitats. Proper
stormwater management practices, including
erosion control measures, help minimize
erosion and preserve the island’s natural
resources.
Stormwater is a prime example of the
unavoidable connections that exist between
the built environment and the natural
environment. Increasing the opportunities for
infiltration and transpiration can reduce the
amount of evaporation that surface runoff
requires. The social, environmental, and
economic impacts of stormwater
infrastructure have meaningful implications
for our overall island sustainability as water is
one of the most precious resources.
Point and Nonpoint Source
Pollution
Engineering efficiency in conveying
stormwater runoff using impervious surfaces
(e.g., paved swales, channelized streams)
must be balanced against environmental
considerations. If the drainage is directed to
streams, excessive freshwater volumes and
sediment loads may impact coastal water
resources (e.g., degrade water quality and
smother coral reefs). If the drainage is
directed to injection wells, more studies are
needed to determine the impact of storm
runoff on groundwater quality. Sediment
basins, wetlands, or less impervious methods
of conveyance (e.g., grass swales) should be
considered where feasible to reduce nonpoint
source pollution of the coastal waters from
stormwater runoff and filter infiltrating water.
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Green infrastructure refers to the network of
natural or engineered features that manage
stormwater while providing additional
benefits to the environment and community.
Such features may include rain gardens,
permeable pavement, bioswales, and
vegetated buffers. Green infrastructure is
crucial for stormwater management, as it
captures and absorbs runoff, reducing the
volume and rate of runoff. By mimicking
natural hydrological processes, it helps to
recharge groundwater, replenish streams,
and reduce stress on our water resources
during periods of heavy rainfall.
By retaining and infiltrating stormwater,
green infrastructure reduces the reliance on
freshwater sources for irrigation, thus
conserving water resources. This is
particularly important for our island
communities where freshwater availability is
limited. Green infrastructure features may
also provide habitats for native plants and
wildlife. They contribute to biodiversity
conservation and help restore and enhance
Hawaiʻi Island’s natural ecosystems. Green
infrastructure plays a key part in mitigating
the impacts of climate change by reducing the
urban heat island effect, moderating
temperatures, and increasing resilience to
extreme weather events. These measures
align with the County’s sustainability goals
and efforts to adapt to climate change.
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Objective 25
Increase green infrastructure practices.
Policies
25.1 Design to collect stormwater from streets, sidewalks, and other hard surfaces before it
can enter the sewer system or cause local flooding; reduce the amount of stormwater
that flows into the Sewer System.
25.2 Control stormwater by using it as a resource rather than a waste.
25.3 The “Drainage Master Plan for the County of Hawaiʻi” should be updated every 20 years
for urban centers to incorporate new studies and reflect newly identified priorities.
25.4 Encourage grassed shoulder and swale roadway design where climate and grade are
conducive.
25.5 Where applicable, natural drainage patterns shall be improved/restored to increase their
capacity with special consideration for the practices of proper soil conservation, and
grassland and forestry management.
25.6 Implement nature-based solutions that manage stormwater onsite to reduce the burden
on the storm sewer system and reduce flooding.
25.7 Prioritize drainage and flood studies for high-risk urban areas within the Urban Growth
Area.
25.8 Drainage standards shall incorporate cumulative upslope development patterns.
Storm Water Management
25.9 Develop an island-wide stormwater management program compatible with the NPDES
MS4 Phase II program.
25.10 The County shall ensure sites are planned, designed, and developed to:
a) Protect, restore, or mimic the natural water cycle within built environments by
retaining, detaining, and/or treating stormwater runoff.
b) Mitigate direct impacts of the land development process through the use of green
infrastructure or low-impact site planning techniques.
c) Protect areas that provide important water quality benefits and/or are particularly
susceptible to erosion and sediment loss.
d) Optimize the integration of the existing landscape into green infrastructure solutions.
e) Manage post-construction stormwater runoff rates, through the use of green
infrastructure or low-impact development stormwater management practices.
25.11 The County shall ensure that golf course developments develop and implement grading
and site preparation plans to:
a) Develop nutrient management guidelines appropriate to Hawai‘i for qualified
superintendents to implement so that nutrients are applied at rates necessary to
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establish and maintain vegetation without causing leaching into ground and surface
waters.
b) Develop and implement an integrated pest management plan. Follow EPA guidelines
for the proper storage and disposal of pesticides.
c) Develop and implement irrigation management practices to match the water needs
of the turf.
25.12 The County shall minimize impervious areas
on County property, development sites, and
parking areas and promote the use of
permeable surfaces and landscaped areas in
project designs including:
a) Porous materials
b) Natural drainage
c) Filtration pits
d) Infiltration basins, vegetated bioswales, permeable/porous paving
Priority Actions
25.a Adopt low-impact development (LID) practices to address small-scale stormwater
management. PROJECT
25.b Conduct a feasibility study to create a County Stormwater Utility before the county
reaches Municipal Separate Storm Sewer System (Ms4) requirements. PROJECT
25.c Maintain the Department of Public Works Storm Drainage Standards to reflect current
data and to incorporate strategies and standards of green infrastructure and low-impact
development. PROJECT
25.d Develop drainage master plans from a watershed perspective that considers non-
structural alternatives, minimizes channelization, protects wetlands that serve drainage
functions, coordinates the regulation of construction and agricultural operation, and
encourages the establishment of floodplains as public greenways. PROJECT
25.e Explore new methods of funding for the provision of adequate drainage systems and
reduce potential flood inundation areas. PROJECT
25.f Create a green infrastructure dedication standard. CODE AMENDMENT/PROJECT
25.g Create a pilot study for a watershed-based drainage study. PROJECT
25.h Develop a monitoring and evaluation program for impervious surface coverage. PROJECT
25.i Promote and provide incentives for participation in the Soil and Water Conservation
Districts' conservation programs for developments on agricultural and conservation
lands. PROGRAM
25.j Establish guidelines for Adopt-a-Corridor Program for flood corridors. DPW Phase 2
PROJECT
Green infrastructure generally includes
practices such as rain gardens, infiltration
basins, green or blue roofs, porous pavements,
subsurface stormwater storage systems, and
stormwater reuse systems.
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25.k Evaluate ownership and/or maintenance responsibility for flood corridors that serve
multiple regional benefits. PROJECT
25.l Identify County Parks and Recreation sites for green infrastructure demonstration
projects. PROJECT
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Section 4:
Public Facilities
and Services
Organization
4.1 Introduction
4.2 Protective
Services
4.3 Solid Waste
4.4 Education
4.5 Recreation
4.6 Community
Health and
Wellness
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4.1: Introduction
Public facilities and services are both essential
components of public infrastructure, however,
it is important to recognize the distinction in
their nature and purpose. Public facilities refer
to physical structures or spaces that are
provided, staffed, and maintained by the
government to serve the needs of Hawaiʻi
Island residents. These facilities are usually
open to everyone and offer access to various
resources and amenities. The primary
function of public facilities is to provide
physical infrastructure and spaces that cater
to the basic needs, welfare, and quality of life
of the community. Public services encompass
a wide range of intangible activities and
functions provided by the government to
meet the needs of the public. These services
focus on delivering essential support,
assistance, and governance to residents,
addressing their diverse needs, and aimed at
promoting health, safety, and social
wellbeing.
Public facilities are often ideally located in
larger towns or centrally situated areas that
are near the commercial, industrial, and
cultural activities of established communities.
Public facilities are funded through the Capital
Improvement Program (CIP). Capital
improvement projects have the potential to
influence where growth occurs, to distribute
County services more equitably, and to
promote important objectives such as
affordable housing.
Most public facilities that service the residents
of this County are managed by the State and
County. For example, the State operates the
public school system, libraries, and public
hospitals. The County provides police and fire
protection and solid waste disposal. Staffing
and service programs provided within these
facilities are funded by the County operating
budget using real property taxes.
Additionally, both the State and County
maintain administrative offices on the island
to serve the residents’ needs.
It is necessary to carefully coordinate the
provision of public facilities to use them most
effectively and to maximize the effect of the
public dollar. It is equally necessary to realize
that the type, quality, capacity and location of
facilities and services have a significant
impact on the community, the people, and the
total environment. This section of the General
Plan comprises public facilities and services
within law enforcement and public safety,
sanitation, education, parks and recreation,
and community health and wellness.
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Table 28: Public Facilities and Services Challenges
General • Funding and financing the development, repair, and maintenance of public facilities is often
complicated and can burden communities, developers, and the County.
• Deferred maintenance often requires capital improvement interventions.
• The island’s geography paired with sprawled population creates challenges and inefficiencies in service coverage and maintenance.
• Climate change impacts pose threats to all public facilities and services.
Public Safety • Protective services are often under-funded and over-burdened.
• The development, repair, and maintenance of these facilities are largely dependent on other
departments priorities, schedules, and resources.
• Barriers to access (e.g., gated communities, substandard road infrastructure, etc.) can limit
emergency routes and access to services.
Solid Waste • Illegal dumping of solid waste is a continuous issue that poses human and environmental
health hazards.
• Recoverable materials are lost to the landfill because there is no facility or program for
recoverable materials.
• Local recycled materials markets are underdeveloped, and access to out-of-state markets is
expensive due to Hawaiʻi’s isolated geography.
• Source reduction is challenging due to the current economic model and heavy reliance on
imports.
Education • Access to affordable housing options within proximity to educational facilities is limited.
• Access to educational facilities is generally vehicle-dependent, and long commute distances
contribute to traffic congestion.
• Educational facilities are often located along major highways, which makes multimodal safe
routes to school difficult to implement.
• Planning for school facilities by the State Department of Education is disconnected from County
long-range plans and overall growth demand, and short-term solutions can compound mobility
issues.
• State Land Use Boundary amendments receive conditions for school mitigation, however, are
done on a case-by-case basis, which is not continuous or comprehensive.
• Siting for educational facilities can become complicated when the community is not engaged
and faces unwanted changes.
• Charter schools have a difficult time meeting regulations in rural communities.
Recreation
• Access to recreational facilities is generally vehicle-dependent, which is a barrier for the non-
driving population.
• In some rural areas, the lack of convenient public transportation makes it difficult to take
advantage of recreational facilities and programs.
• Existing parks have failing infrastructure.
• Trending population growth areas and the location of established recreational sites are not always in alignment.
• The lack of community needs assessments contributes to the gap between community needs
and the services provided.
• Sewage, industrial waste, and other pollutants have penetrated some swimming, surfing,
fishing, and boating areas, reducing the availability and/or quality of these areas for recreation.
Health • The rural nature of the island’s communities exacerbates healthcare challenges, leading to
greater healthcare inequity.
• Aging health facilities pose a challenge to providers in providing robust healthcare services.
• The lack of affordable housing is one of the biggest barriers to recruiting and retaining healthcare professionals.
• There is a severe shortage of physicians, nurses, certified nursing assistants, and community
health workers.
• The rising cost of living and access to healthy lifestyle options are obstacles to health for
communities.
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Table 29: Public Facilities and Services Opportunities
General • Improve collaboration and coordination across agencies, as well as explore opportunities for
public-private partnerships for supplementing resources, funding, and expertise.
• Enhance community engagement through programs and initiatives to foster stronger
partnerships between County agencies and the community.
• Conduct comprehensive risk assessments to identify potential vulnerabilities and areas of
improvement.
• Leverage multiple sources of funding.
• Create special assessment districts for new facilities and services.
• Consolidate services for joint-use facilities.
Public Safety • Ensure protective services facilities are maintained to optimize health and resilience.
• Upgrade communication systems and infrastructure to ensure seamless and reliable
communication among agencies, as well as with the public during emergencies.
• Explore opportunities to leverage technology for improved public safety services.
Solid Waste • Adopt ordinances to maximize waste diversion.
• County procurement policies can help reduce waste.
• Investigate and implement innovative waste management technologies and practices, which
may include exploring advancements in waste sorting and processing, waste-to-energy
conversion, or the use of renewable materials.
Education • Support a mix of zoning to support the concept of live-work-play near educational facilities.
• Effectuate equitable transportation routes to and from educational facilities that serve to
connect people with facilities, while reducing traffic.
• Educational facilities can serve as digital literacy and equity hubs that enhance community
wellbeing.
• Seek to acquire public lands to support consistent land uses surrounding educational facilities.
• Ensure consistency between long-range plans and overall growth demands.
Recreation • Adoption of green infrastructure best practices can aid in protecting park assets and developing
new park assets.
• Community volunteer opportunities (e.g., Friends of the Park Program) can support the
maintenance of parks and recreation areas.
• Implement interpretive signage through collaboration with community groups.
• A preventative and deferred maintenance schedule can be adopted as a proactive approach to
park and recreation maintenance.
• Needs assessments and other methodologies can help to determine park typologies for
communities, which may reduce the demand for maintenance.
Health • Increase transportation options or care providers to rural areas for residents to have access to
preventative care.
• Invest in housing first and permanent supportive housing/social housing
• Increase active transportation opportunities for greater accessibility and promote physical
activity.
• Increase effective education on low-cost and free health services.
• Investment in public health isn’t limited to healthcare facilities but includes investment in the
healthy built environment
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Public Facilities and Services Goals
Objective 26
Adequately maintain public facilities.
Policies
26.1 Maintain an Asset Management Program aimed at utilizing maintenance plans to prolong
the life of our facilities as well as reduce whole-life costs.
26.2 Maintain the unique features of historic structures, while balancing maintenance and safety
needs.
26.3 Prioritize the replacement of deficient and inadequate facilities.
26.4 Encourage the adoption of innovative materials and methods that improve facility resilience.
26.5 The development of County facilities should be designed to fit into the locale with minimal
intrusion while providing the desired services. Implement protocols for receiving community
input during Capital Improvement Project siting and design.
Priority Actions
26.a Create an asset management program. PROJECT
26.b Continue a facility inspection program. PROGRAM
Our communities are safe and protected, and residents have access to
quality, integrative health, education, and social services to support a
high quality of life for residents of all ages.
Our communities are adequately served by sustainable and efficient
public infrastructure and services based on existing and future growth
needs, sound design principles, and effective maintenance practices.
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4.2: Protective Services
A comprehensive system of protective
services is necessary to ensure safety,
wellbeing, and emergency response for
residents and visitors of Hawaiʻi Island.
Protective services within the County consist
of the Police Department, Fire Department,
Emergency Medical Services, Disaster
Management, and Detention and Correction
agencies. The General Plan recognizes
infrastructure concerns and related impacts
on the County’s protective services, as access
and connectivity enable emergency
responders to perform their duties at a
standard level of service. Supporting our
protective services through land use policy is
imperative for public health and safety and
efficiency of these services.
As the County’s law enforcement agency, the
Hawaiʻi Police Department, plays a crucial role
in maintaining public safety. They enforce
laws, prevent crime, respond to emergencies,
and work towards fostering a secure
environment for all residents. The County
adheres to the State’s guidance for crime and
criminal justice. Hawaiʻi Island is divided into
east and west operations bureaus that include
investigative and patrol operations. Each of
the districts is served by a main police station
headed by a Captain. There are five
substations (Keaʻau, Laupāhoehoe, Hawaiian
Ocean View Estates, Mauna Lani, and Captain
Cook). Based on population, the islandwide
average is about 2.5 officers per 1,000
residents. Police response is primarily
mobilized through their vehicles.
Fire and Emergency Medical Services are
another essential component of the island’s
protective services. The Hawaiʻi Fire
Department provides 24-hour firefighting
services in cooperation with the Department
of Forestry and Wildlife, the National Park
Service, the State Airports Division, and
Pōhakuloa Training Area Fire. In addition to
fire suppression, the Fire Department
provides rescue services, 911 emergency
medical response, hazardous materials
response, and ocean safety response
services. The Fire Department works
diligently to prevent and mitigate fires,
respond to medical services, conduct search
and rescue operations, and provide
educational programs to promote fire safety
within the community.
Given our geographical location and exposure
to natural hazards, disaster management is of
utmost importance on Hawaiʻi Island. The
Agency identifies hazards (human-caused,
natural, and technological) that pose a threat to
the island and prepares the County to respond
to and quickly recover from the impact of those
hazards should they materialize. The Civil
Defense Agency’s three primary functions are
to prepare the County government, businesses,
and residents for disasters, to provide public
information and warning, and to coordinate
disaster response and recovery. Hawaiʻi County
Civil Defense works closely with other agencies
to follow the guidance of federal and state laws,
standards, and frameworks.
The State Department of Public Safety
operates correctional facilities for the
confinement of pretrial inmates and convicted
offenders, and intake service centers for the
supervision of offenders. An array of
rehabilitative programs is available through
the correctional facilities and intake service
centers. The Hawaiʻi Intake Service Center,
the Hawaiʻi Community Correctional Center,
and its annex are located in Hilo. A minimum-
security facility (Kulani Correctional Facility)
is located at the end of Kulani Stainback
Highway on the lower slopes of Mauna Loa.
Police facilities in Hilo and Kealakehe also
have holding cells for overnight detention.
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Objective 27
Protect the health and wellbeing of residents and visitors.
Policies
Planning/Siting Protective Services Facilities
27.1 Police and fire stations should be co-located whenever feasible.
27.2 The establishment of a police/fire facility shall consider site size and locations that permit
quick and efficient vehicular access.
27.3 Strategically plan and locate volunteer fire facilities, which may include co-existing with full-
time Fire/EMS stations.
27.4 Police headquarters shall be near the geographic center of the service area and near
concentrations of commercial and industrial use.
27.5 Hardened shelters shall be located within reasonable proximity to population centers.
27.6 Lifeguard stations should be located at all County and State beach parks.
Level of Service
27.7 Support and expand volunteer fire facilities and capacity.
27.8 Adequately support and fund the volunteer fire department and stations.
27.9 Maintain a level of service for response time that is consistent with National Fire Protection
Association (NFPA) standards.
27.10 Ensure Hazardous Material service for both the windward and leeward sides of the island.
27.11 All fire stations should provide Emergency Medical Services (EMS).
27.12 Stations in rural areas should be based on the population to be served and response time
rather than on geographic districts. (Police?)
Preventative Approaches
27.13 Accommodate flexibility in design and provisions for alternate water sources for fire
protection when adequate public water is not available. [Code]
27.14 Incentivize the development of large, dedicated catchment tanks for firefighting access.
27.15 The Fire Department shall participate with other related governmental agencies and the
involved landowners in the preparation of fire protection and prevention plans.
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27.16 Crime Prevention through Environmental Design (CPTED)
should be incorporated into planning and design.
27.17 Business Improvement Districts or other organizational
tools, such as partnerships with local businesses, should
be used to enhance security and orderliness in downtown
areas.
27.18 Support bicycle patrol programs in urban areas.
27.19 Encourage the further development and expansion of
community policing programs, school resource officers,
and neighborhood/farm watch programs.
27.20 Ensure adequate training and capacity building for
emergency response.
27.21 Prioritize hazard mitigation projects in the Capital
Improvements Program.
27.22 County public expenditures within Volcanic Hazard Zones 1&2 should be limited to the
restoration or enhancement of natural resources and parklands or expenditures required to
serve existing development or necessary for public health and safety. However, other
expenditures may be warranted based on a cost-benefit analysis.
27.23 Continue to participate in the National Flood Insurance Program (NFIP) Community Rating
System (CRS) to the maximum extent possible and shall seek to improve its current CRS
Class rating (to the maximum extent feasible to reduce insurance costs).
Emergency Facilities and Communication Systems
27.24 Ensure emergency warning sirens and communications coverage is adequate for each
community.
27.25 All emergency response critical facilities and communication systems shall be designed and
maintained to be resilient and remain operational during hazard events.
27.26 All new emergency facilities shall be designed to minimize and prevent loss.
27.27 In collaboration with State agencies, maintain shelter capacity and condition records to
ensure that evacuation shelters are adequate for each community.
Public Education Program
27.28 Increase public education related to hazard zones, including evacuation routes and
procedures for visitor accommodations.
27.29 Develop the capacity for hazard preparedness of non-governmental organizations,
businesses, and neighborhood groups.
27.30 Partner with government, private and nonprofit agencies, and other stakeholders to assess
and plan for alternative routes and possible relocation of coastal roads.
Crime Prevention
Through Environmental
Design (CPTED)
Also known as Designing Out
Crime and defensible space, these
strategies aim to reduce
victimization, deter offender
decisions that precede criminal
acts, and build a sense of
community among inhabitants so
they can gain territorial control of
areas, reduce crime, and minimize
fear of crime.
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Priority Actions
Fire
27.a Support the development of private common access-distribution systems of private
catchment water for firefighting purposes in rural catchment communities. FD Phase 2
27.b Prioritize budgets for technology improvements for emergency services; including
Hazardous Material service, 4x4 vehicles, and other equipment or software to improve
emergency response times. FD Phase 2
Police
27.c Review County lighting and landscaping ordinances to implement CPTED. PD Phase 1
27.d Develop a public safety audit checklist and conduct urban neighborhood and downtown
safety walks to identify potential crime spots or unsafe areas. PD Phase 1
27.e Conduct a Safe Growth Audit as part of the comprehensive review of General Plan or
Community Development Plans. PD Phase 2
Civil Defense
27.f Educate the public regarding disaster preparedness and response, especially proper
responses for sudden-impact hazards. CD Phase 2
27.g Partner with government, private and nonprofit agencies, and the involved landowners to
support wildfire control and reclamation.
27.h Define and map critical facilities, necessary for community disaster response and recovery
that are too important to fail. CD Phase 2
27.i Establish, map, and maintain alternative and emergency evacuation routes in each high-
risk hazard area. CD Phase 2
27.j Monitor and address known hazards along transportation routes.
27.k Partner with Hawaiʻi Emergency Management Agency to regularly review and address
warning siren coverage. CD Phase 1
27.l Create/improve secondary access roads for those communities with only one means of
ingress/egress. DPW Phase 2
27.m Install emergency phones along roadways in isolated areas of lower cellular connectivity.
DPW Phase 3
27.n Support the use of the Best Available Refuge Areas within existing buildings. CD Phase 2
27.o Provide technical assistance to communities developing emergency response and
evacuation plans.
Programs
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27.p Maintain and update the public education and communications program regarding disaster
preparedness and response, especially proper responses for sudden impact hazards. CD
Phase 2
27.q Develop and maintain a Post-Disaster Redevelopment Plan which specifies the following:
i. Roles and responsibilities
ii. Procedures for implementing programs for immediate repair, replacement, and cleanup
iii. Long-term rebuilding and redevelopment
iv. Procedures for the identification of damaged infrastructure and consideration of
alternatives to its repair or replacement in the CHHA
v. Evaluation of climate impacts. DPW Phase 3
27.r Seek funding and support continued scientific research relating to hazards (e.g., research
on erosion rates, slumping rates, slope stability studies, sea-level rise rates, tsunami
inundation mapping, coastal stream flood mapping, etc.). CD Phase 1
27.s Prepare and Implement Wildfire Protection and Prevention Plans. FD Phase 2
27.t Develop Community-Specific Hazard Mitigation Plans. FD Phase 2
27.u Develop a standard for requiring an emergency response plan. PD or FD? Phase 1
27.v Amend HCC, Chapter 25 to require emergency and hazard information to be prominently
displayed in all transient accommodations. This information should include information
regarding the monthly Civil Defense siren tests, evacuation routes, and directives to reach
appropriate services and agencies. PD Phase 1
Adopt incentives, such as tax deductions, to encourage retrofitting of existing structures for
resilience against earthquakes, hurricane, tsunamis, and floods. FD Phase 2
Standards
Table 30: Level of Service Standards
Police • 2.5 police officers per 1,000
resident population in Urban
areas
Fire • 1.8 firefighters per 1,000
resident population
Emergency
Medical Services
• 3.6 paramedics per ambulance
• 3.6 EMTs per ambulance
Lifeguards • 4.2 lifeguards per lifeguard tower
with 1 supervisory or support
position per 5 lifeguards
First response
emergency medical service
within 8 minutes of
concentrated settlement
areas (alternative means,
such as training police
officers or volunteer fire
personnel, could be available
to provide first response).
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4.3: Solid Waste Management
Solid waste management has significant
effects on environmental and public health,
aesthetic qualities and land valuation, and the
general land use characteristics of a
community. Managing waste properly is
essential for creating sustainable and livable
communities. The handling of solid waste on
Hawaiʻi Island has undergone significant
changes in the past few decades, and to
maintain the environmental health of our
island community, it is important to shift from
a focus on waste management to a focus on
resource management. In 2009, the County
developed the Zero Waste Implementation
Plan (view the 2021 updated Plan) and since
then has implemented various programs
aimed at more efficient resource
management, including reducing waste,
waste diversion, and product reuse. Further
technical innovations, optimization of
efficiencies in directing the waste stream, and
effective waste programs focused on
increasing rates of reducing, reusing, and
recycling products will advance the County
toward meeting its Zero Waste goals.
The County of Hawaiʻi currently manages the
West Hawaiʻi Sanitary Landfill (WHSL) located
southwest of Waikoloa at Puʻuanahulu in the
North Kona District. The WHSL is operated by
Waste Management of Hawaiʻi under a
contract with the County. The County
Department of Environmental Management
(DEM), The WHSL has an estimated lifespan
of 100 years with current recycling rates, as
determined by the County in 2019. Higher
rates of waste reduction, reuse, and recycling
in the community may extend life expectancy
beyond 100 years.
The County currently operates a network of
recycling and transfer stations that accept
household refuse. The County does not
provide curbside recycling or garbage pickup.
Residents take their solid waste to any one of
the transfer stations around the island and in
some areas, residents pay private haulers to
pick up their refuse from their residences for
disposal at the landfill. The County is
presently expanding recycling activities at the
recycling and transfer stations by creating
recycling and reuse centers (RRCs).
Since 2009, the County has expanded its
green waste program. The County manages
two green waste facilities: the West Hawaiʻi
Organics Facility in Puʻuanahulu (WHOF) and
the East Hawaiʻi Organics Facility in Hilo
(EHOF). The two green waste facilities accept
yard trimmings and untreated wood pallets
but do not accept food waste. In April 2017,
EHOF began processing and distributing
enhanced mulch that has been processed
through a 60-day “curing” period to kill
invasive species. Green waste bins have been
added to various recycling and transfer
stations.
Scrap metal is often the largest and heaviest
material collected at the County’s recycling
and transfer facilities. Recycling scrap metal
will not only conserve limited landfill space
but also preserves natural resources by
replacing the need for raw materials with
recycled scrap metal to produce new metal
goods.
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Objective 28
Achieve Zero Waste in Hawaiʻi County by 2045.
Policies
28.1 Appropriately designed and cost-effective solid waste transfer station sites shall be
located in areas of convenience and easy access to the public.
28.2 Implement waste stream technology, such as recycling and upcycling and waste-to-
energy to reduce the flow of refuse deposited in landfills.
28.3 Proactively pursue funding that will ensure continued progression toward zero-waste
goals.
28.4 Optimize recoverable material diversion from landfill disposal by increasing percentage
rates for diversion through waste reduction, recycling, and reuse.
28.5 Encourage and support composting at farms.
28.6 Encourage salvage and reuse of building materials and elements when demolition is
necessary or appropriate.
28.7 Continue to develop and implement a green waste recycling program.
28.8 Incentivize opportunities for a circular economy, primarily upcycling and waste reuse by
incorporating Resource Recovery Parks.
28.9 Ensure that redesign plans for landfill and transfer stations provide adequate space for
Resource Recovery (RR) Stations.
28.10 Ensure waste and resource recovery facilities and equipment do not harbor, spread, or
introduce harmful or invasive species.
28.11 Site new solid waste/resource recovery facilities in appropriate areas that serve the
needs of population centers but that do not negatively impact the environment or
surrounding neighborhood.
28.12 Reduce illegal dumping and littering.
28.13 Minimize the amount of waste generated by County facilities.
Priority Actions
28.a Evaluate and amend the HCC to integrate strategies to maximize landfill diversion and
handle materials:
i. Source Separation Ordinance
ii. Codify prohibition of organic material (green waste) disposal at the landfill
iii. Construction & Demolition (C & D) Recycling Ordinance
iv. Take-back Ordinances (for items that are difficult to recycle or compost)
v. Codify County facility ordinance to require recycling at all County offices, facilities,
and base yards.
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vi. Continue the transition to eliminate the sale or use of polystyrene foam (Styrofoam)
and single-use plastic food containers and other single-use plastics DEM Phase 1
28.b Develop programs to require advance disposal fees for specific products such as new
electronics and new vehicles purchased in or shipped to Hawaiʻi. The fees from this
should be used to fund resource management and disposal costs. DEM Phase 2
28.c Conduct pilot studies to facilitate waste recovery and increase diversion rates. The
following types of pilot programs are recommended:
28.d Curbside waste, recycling, and resource pick-up in priority urban areas
28.e Partner/coordinate to facilitate the private use of large recycling roll-off bins in rural
areas. DEM Phase 2
28.f Reevaluate and initiate code changes to the fee structure for solid waste for residential
and commercial uses. DEM Phase 1
28.g Facilitate UH and/or Forest Service to complete necessary studies on local materials for
use in construction. R&D Phase 2
28.h Revise enforcement protocols and revise the HCC to empower police officers to fine
litterers and illegal dumpsites and junkyard owners. PD Phase 1
28.i Implement an education and social marketing program to educate the public and
business community about landfill diversion initiatives, preventing and reporting litter
and illegal dumping, and other responsible waste management opportunities.
DEM Phase 1
28.j Develop a county clean-up program for special waste areas, such as junkyards, to ensure
the proactive removal of materials that pose environmental and public health hazards.
DEM Phase 2
28.k Develop and promote take-back programs for appliances and other difficult to dispose
of materials. DEM Phase 2
28.l Support expansions to the organic material (green waste) recycling program to include
drop-off and pick-up locations at all rural transfer stations. DEM Phase 1
28.m Adopt EPA’s Comprehensive Procurement Guideline program as a model for purchasing
products that use materials recovered through recycling. DEM Phase 2
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4.4: Education
Access to educational facilities and services
plays a pivotal role in fostering community
development and ensuring a bright future
for the residents of Hawaiʻi Island. Education
provides opportunities for individuals to
acquire vital skills and knowledge that are
essential for personal growth and economic
prosperity. Quality education empowers
residents to explore their potential, pursue
their passions, and develop the skills
necessary for a wide range of careers.
Access to education facilities and services is
particularly crucial in rural and remote areas
of the island. The island’s geography
presents challenges for transportation and
connectivity, making it difficult for some
communities to access educational
resources. The availability of schools,
community centers, libraries, and other
facilities in these areas can help alleviate
geographical barriers to accessing quality
education. The increasing potential for
remote learning (also called distance
learning or e-learning) opportunities has
also enhanced access to education. This
opens doors to new opportunities, helps
bridge socioeconomic gaps, and ensures a
more equitable distribution of resources
across the island.
One significant component of education on
Hawaiʻi Island is the emphasis on preserving
and promoting indigenous knowledge and
traditions. Native Hawaiian cultural practices
and values are deeply rooted in the land.
Education facilities and services provide a
key pathway that allows ancestral wisdom,
language, and customs to be passed down
to younger generations, ensuring the
continuity of Native Hawaiian heritage.
Education facilities also serve as community
hubs, fostering social interaction, and
promoting unity among the diverse
populations of Hawaiʻi Island. Schools often
host cultural events, extracurricular
activities, and community gatherings,
creating spaces where people can come
together, share experiences, and build
relationships. These connections strengthen
the fabric of the community, creating a
sense of belonging and promoting social
cohesion. Education facilities and services
contribute to the overall wellbeing of the
island’s communities. They not only focus on
academic learning but also address various
aspects of personal development, including
physical health, mental wellness, and social
skills. Access to comprehensive educational
resources helps individuals develop
resilience, critical thinking abilities, and a
sense of civic responsibility, enabling them
to navigate challenges and actively
participate in the betterment of their
communities.
Although educational facilities in Hawaiʻi
County are generally under the jurisdiction
of either the State or private entities, the
County has a responsibility toward ensuring
the optimal performance of educational
facilities as they relate to the overall
wellbeing of our communities. Education
services consist of Hawaiʻi Island’s schools,
public libraries, and post-secondary facilities
(community college and University of
Hawaiʻi facilities). Hawaiʻi County adheres to
the State guidance of HRS 226-107 for
quality education. Ensuring the optimal
performance of educational facilities means
that the County can strategically plan for the
interrelationships between people, the
physical and digital environments, facilities,
and infrastructure.
In 1999, the State Legislature of Hawaiʻi
passed Act 62, or “The New Century Charter
Schools” law. Charter schools receive public
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funds but are excluded from many State
laws and department rules and regulations,
which affords them more autonomy and
greater flexibility in decision-making.
Charter schools must still meet all applicable
federal, State, and County requirements and
are not exempt from collective bargaining,
discriminatory practice laws, health and
safety laws and standards, and the
implementation of the Hawaiʻi content and
performance standards.
As of August 2022, Hawaiʻi Island has 14
Public Charter Schools with a total
enrollment of 4,310 students. The charter
schools range in size from 46 students at Ke
Ana Laʻahana PCS to 711 students at Hawaiʻi
Academy of Arts and Science PCS. Each
charter school is responsible for selecting its
sites. If a public school has space available,
a charter school may seek to enter into an
arrangement with the Department of
Education for the use of a portion of the
school’s facilities. School complexes with
limited enrollment have not always been
able to maximize educational opportunities
in comparison with the ability of larger
facilities to provide a wider scope of
educational opportunities. Some older
schools lack adequate parking facilities and
sufficient area for expansion, and some have
infrastructure and traffic problems.
The State Department of Education
enrollment records for the 2022 to 2023
school year included 41 public schools on
Hawaiʻi Island with a total enrollment of
22,945 students from kindergarten through
12th grade. The previous school year had a
total enrollment of 23,113 students. There
are 14 licensed private regular education
schools, and the 2020-2021 Hawaiʻi
Association of Independent Schools Private
School Enrollment Report includes a total of
3,287 students from early childhood
education through the 12th grade.
Regarding post-secondary facilities on
island, the University of Hawaiʻi at Hilo
(UHH) provides higher educational
opportunities within the University of Hawaiʻi
(UH) system through its variety of high-
quality certificate, baccalaureate, master’s,
and doctoral degree programs. UHH is
designed through a “spine” concept that
organizes all campus structures along a
main pedestrian accessway and assures that
future development would continue in
relation to the various existing structures.
UHH continues to lack sufficient student and
faculty housing options.
Hawaiʻi Community College provides access
to higher education, and workforce training
through on-site programs and distance
education technologies. Hawaiʻi Community
College offers an extensive program of
certificate and associate degree programs in
technical fields as well as the first two years
of a baccalaureate degree. The college also
offers extensive options for short-term
training programs throughout Hawaiʻi
Island.
Pālamanui is the West Hawaiʻi campus of
Hawaiʻi Community College and opened for
students in August 2015. Pālamanui offers
associate degree and certificate programs,
while also serving as a University of Hawaiʻi
Center that delivers more than 60
certificates, bachelor’s degrees, and
graduate degrees from campuses across the
UH system. Located in North Kona,
Pālamanui is about five miles from the
Natural Energy Laboratory of Hawaiʻi
Authority (NELHA), which may
accommodate synergistic and innovative
opportunities as both UH and NELHA are
under the State’s authority. Overall,
Pālamanui’s presence in West Hawaiʻi
increases educational opportunities for
Hawaiʻi Island’s residents. A recent
serendipitous increase in the number of
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technology professionals and executives
along the Kona-Kohala coast presents
opportunities for innovative pursuits by our
residents.
The Hawaiʻi Library District is comprised of
12 libraries. Library size is described by the
collection size or number of volumes (books,
periodicals, etc.) and ranges from 206,770
volumes in Hilo to 9,627 volumes at
Naʻalehu. Library facilities will require
continual improvements.
The General Plan’s educational policies
relate to the provision of facilities rather
than programs, which are the province of the
State. Nonetheless, it is recognized that the
facilities and programs are indispensable
tools to advance total educational service.
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Objective 29
Each community has access to a wide range of educational opportunities.
Policies
Planning and siting facilities
29.1 Ensure educational facilities meet the needs of Hawaiʻi County.
29.2 In proposed communities, sufficient acreage, as determined by the Board of Education
enrollment guidelines, shall be reserved for school facilities.
29.3 Sites shall be free from flooding and drainage problems, and excessive slope and shall
incorporate appropriate street and driveway design and location to minimize traffic
interference, pedestrian hazard, and enable safe and easy access for vehicles, bicycles,
and pedestrians.
29.4 Continuous joint pre-planning of educational facilities shall be coordinated with the
County, Department of Education, and the University of Hawaiʻi to ensure compatibility
with public services, supporting infrastructure, and equitable mobility access so that
facilities are community-centered, designed for multiple uses, and serve as anchor
institutions in the community.
29.5 School facilities, such as playgrounds and gyms, should be combined with county parks
to allow for afterschool use by the community for recreational, cultural, and other
compatible uses.
29.6 The Hawaiʻi State Library System should co-locate public library facilities in public school
libraries where a separate public library may not be feasible, promoting intentional
proximity to other community facilities and assets that contribute to a high quality of
life.
29.7 School buildings should be designed, or at times retrofitted, to serve as emergency
shelters.
29.8 The County should facilitate the use of libraries to disseminate public information and
engage civic participation.
29.9 Advocate to the State and private agencies to use educational facilities to offer place-
based and distance education opportunities to adults.
29.10 Educational programs should be developed to provide opportunities in diversified
industries and develop practices in sustainability and resiliency.
29.11 Encourage the State to provide student, faculty, and staff housing around University of
Hawaiʻi sites.
29.12 Support the continued expansion of the University of Hawaiʻi at Hilo, Hawaiʻi Community
College, and Pālamanui campuses, as well as encourage continuing education programs
throughout the community.
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29.13 Support and encourage the strengthening of the University of Hawaiʻi at Hilo through
the transfer of appropriate colleges and departments from the University of Hawaiʻi at
Mānoa to the University of Hawaiʻi at Hilo.
29.14 Encourage and support the active implementation of State and University of Hawaiʻi
plans for post-secondary educational facilities, including the “Research and Technology
Park,” on Hawaiʻi Island.
29.15 Encourage the expansion of digital access and equity through the resilient buildout of
broadband infrastructure and facilities.
Safe Routes to School
29.16 Prioritize active transportation through the development of sidewalks, pedestrian
walkways, and bike paths to and from educational facilities to increase walkability and
pedestrian safety.
29.17 Require new developments in the vicinity of schools to provide safe pedestrian facilities
and additional school zone signage.
Priority Actions
29.a Implement a Safe Routes to School (SR2S) program for all schools. DPW Phase 2
PROGRAM
29.b Ensure County makes necessary improvements to co-located facilities, such as
gymnasiums, parks, and playgrounds. P&R Phase 2 PROGRAM
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4.5: Recreation
Parks and recreation areas hold significant
value within the General Plan. These areas
serve as essential assets to our island, as they
not only beautify communities but play a
central role in overall wellbeing and quality of
life. Access to these spaces for recreational
and cultural purposes is vital to Hawaiʻi Island
residents. Education and stewardship are
integral to maintaining safe access to parks
and recreation areas. The General Plan aims
to provide the proper planning and policy
direction to help ensure the sustainable
development and maintenance of the
County’s parks and recreation sites, as well as
safe and equitable access to these areas.
Well-sited and planned recreational sites are
often communal spaces where people can
come together for events, festivals, and social
gatherings. They foster a sense of community
by providing a venue for residents to connect,
contributing to the social fabric of our island’s
communities and enhancing community
cohesion. Parks and recreation also support
the natural, historic, and cultural character of
our unique communities. Hawaiʻi Island’s
parks and recreation areas often encompass
diverse ecosystems, natural landmarks, and
culturally significant sites. Proper planning
helps protect and preserve these natural and
cultural resources for generations to come.
With the implementation of sustainable
management practices, conservation efforts,
and educational programs, these areas can
serve as living classrooms that promote
environmental stewardship and cultural
appreciation.
Parks and recreation areas play a key role in
climate resilience efforts and overall
environmental sustainability. They may
provide green spaces that help mitigate the
urban heat island effect in our urban growth
areas, improve air quality, and support
biodiversity by providing habitats for native
plant and animal species. Responsible
planning can incorporate sustainable design
features, such as energy-efficient
infrastructure, water conservation measures,
and the use of native plants, to minimize the
ecological footprint of these areas. It is worth
noting that well-designed parks and
recreation areas may have positive economic
impacts on the surrounding communities.
They often attract visitors, stimulate local
businesses, and generate revenue through
various mechanisms. Strategic planning of
parks and recreation areas can help ensure
that economic potential is balanced with the
community’s needs and environmental
stewardship.
Community engagement is critical to the
planning of parks and recreation sites to
effectively serve community needs and
priorities. These areas and facilities should be
accessible to all accommodating groups with
disabilities or other special needs. Recreation
sites should be complementary to
surrounding land uses, such as schools and
senior centers, to support an ecosystem of
services that maximize the area’s potential to
promote interactivity between community
members of all ages. Additional
considerations should be made for the
hardening of recreational facilities to shelter
people during emergency events. The General
Plan aims to address disparities and promote
equal opportunities for all residents to enjoy
the benefits of these spaces.
To uphold the public interest, convenience,
health, welfare, and safety, HCC, Section 8-
6(a) calls for a minimum of five acres of land
for park purposes for each one thousand
persons in every district. Housing developers
should not bear a disproportionate burden, or
be forced to contribute more than their fair
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share, as inequitable requirements could
deter needed housing development. Park
dedication and development must also be met
with the appropriate departmental capacity to
maintain and improve recreational sites to not
overburden the County and underserve our
communities. It is valuable to integrate park
dedication with maintenance and
improvements and consider the maintenance
demand and typology of parks being
dedicated.
Parks and Recreational
Areas
in Hawaiʻi County
National Parks 5
State Parks 14
County Parks 146
Public Cemeteries 13
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Objective 30
Park facilities are located within a 10-minute walk in urban areas and a
10-minute drive in rural communities.
Policies
Parks and Recreation Funding
30.1 Diversify funding sources for recreational facilities.
30.2 State and County Capital Improvement Programs should continue to be coordinated to
reflect recreational priorities.
30.3 Equitably allocate park dedications and in-lieu fees among the districts relative to the
population.
Interagency Collaboration and Public Engagement
30.4 Continue to improve parks and recreation outreach efforts to ensure program and facility
information is adequately available, promoted online through accessible websites and other
mediums, and kept up to date to facilitate maximum community participation.
Recreation Facilities Siting and Planning
30.5 Recreational facilities shall reflect the natural, historic, and cultural character of the area.
30.6 Equitably allocate facility-based parks among the districts relative to population, with public
input to determine the locations and types of facilities.
30.7 Existing and new parks should be designed with features that accommodate and encourage
meaningful levels of physical activity according to the level of service criteria.
30.8 Recreational facilities shall be assessed for dual use as emergency shelters and hardened
as needed.
30.9 Establish, in cooperation with the State Department of Education, joint use of schoolyards,
County parks, and other public facilities for community use for recreational, cultural, and
other compatible uses.
30.10 Recreational facilities should be planned and located where they will best facilitate and
support active-living communities.
30.11 Recreational sites should be planned and located within a 10-minute walk from residences
in population centers, and serve with a minimum of five acres of land for park purposes per
1,000 resident population in non-population centers of Hawaiʻi Island.
30.12 Facilitate and prioritize the co-location of schools, parks, and senior centers to promote
interactivity between community members of all ages.
Recreational Facilities Maintenance and Improvement
30.13 Public lands with unique recreational and natural resources shall be maintained for public
use.
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30.14 Maintain and/or improve park facilities and programs based on community needs
assessments to ensure County services are meeting the social, recreational, and activity
needs of our communities.
30.15 Implement a proactive maintenance program to ensure that park facilities and trails are
safely maintained for optimum usage.
30.16 Prioritize maintenance and necessary improvements at existing park facilities over
developing new park facilities within each district (this does not preclude accepting lands
for future park development or acquiring properties for the intent of preserving open space,
scenic areas, natural hazard areas, or cultural/historic areas from development).
30.17 Combine recreation facility improvement projects with other needed facility improvements
(e.g., ADA improvements with facility hardening, etc.)
Recreational Services
30.18 Provide facilities and a broad recreational program for all age groups, with special
considerations for the handicapped, the elderly, and young children.
30.19 Prioritize park acquisition and improvements that involve under-represented open
recreation and healthy living activities (outside the scope of organized sports), such as:
a) Walking and biking trails
b) Skate/roller blade parks
c) Dog-friendly parks
d) Parks that offer camping opportunities
e) Botanical and community garden parks, pocket and art parks
f) Equestrian/rodeo arenas
g) Archery and shooting ranges
h) ATV and motorized recreation areas
i) Other types of active and passive recreation that enhance the quality of life for visitors
and residents
30.20 Support and enhance recreational facilities by developing additional recreational offerings
in underutilized areas of County properties, such as the Pana‘ewa Recreation Complex.
30.21 Continue to improve parks and recreation outreach efforts to ensure program and facility
information is adequately available, promoted online through accessible websites and other
mediums, and kept up to date to facilitate maximum community participation.
30.22 Private and public cemeteries shall be compatible with surrounding land uses and provided
with adequate access and drainage systems.
Priority Actions
Parks and Recreation Funding
30.a Develop and adopt an Impact Fees Ordinance.
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30.b Provide funding for planning and acquisition, if necessary, of key corridor segments after
corridor-zone plans are adopted.
30.c Revise the park dedication code requiring subdivisions to provide land area for park and
recreational use or contribute to a maintenance fund in lieu thereof.
Interagency Collaboration and Public Engagement
30.d Partner with government, private and nonprofit agencies, and other stakeholders to increase
funding sources for park, recreation, and trail development and maintenance.
30.e Partner with government, private and nonprofit agencies, and other stakeholders to initiate
joint agreements for funding, management, and maintenance for recreation, shared use
spaces, hardened shelters, and public access priorities.
30.f Support the U.S. Department of Interior, National Park Service’s expansion plans for the
Hawaiʻi Volcanoes, Puʻukoholā National Historic Park, Puʻuhonua O Hōnaunau National
Historic Parks, Ala Kahakai National Historic Trail, and Kaloko-Honokōhau National Historic
Park.
30.g Update the County of Hawaiʻi Recreation Plan to reflect newly identified recreational
priorities.
30.h Encourage the adoption of State programs for State lands consistent with the General Plan.
30.i Develop a recreation information dissemination system for the public’s use.
30.j Develop best management practices for the development and maintenance of golf courses
in collaboration with government, private and nonprofit agencies, and other stakeholders.
30.k Develop local citizen leadership and participation in recreation planning, maintenance, and
programming.
30.l Maintain an on-going program of identification, designation, and acquisition of areas with
existing or potential recreational resources, such as land with sandy beaches and other
prime areas for shoreline recreation in collaboration with government, private and nonprofit
agencies, and other stakeholders.
30.m Advocate to the State to improve the Wailoa State Park complex in the center of Hilo.
30.n Perform a review and audit of the inventory resulting from the subdivision requirements
within HCC, Section 23-26 (Reservation for parks, playgrounds, and public building sites).
[Code]
30.o Amend HCC, Section 23-26 to ensure that land area is not only set aside for recreational or
public use but that there are funds or a funding mechanism to develop the land for its
intended purpose. [Code]
30.p Enter into partnership agreements with the State and private groups (e.g., Friends of the
Park) to make improvements and assist in the maintenance of essential but poorly
maintained urban parks such as Wailoa State Park.
30.q Expand and map Friends of the Park programs to manage and improve County parks and
facilities.
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Recreational Facilities Siting and Planning
30.r Identify shoreline areas suitable for coastal access points, including boat launches and small
boat harbors.
30.s Develop and implement a cemeteries master plan for the siting of future cemeteries.
30.t Analyze under-represented open recreation and healthy living activities to be included in
Park Standards.
Recreational Facilities Maintenance and Improvement
30.u Implement interpretive signage through collaboration with community groups at
appropriate locations.
30.v Conduct Park facilities condition assessments and keep the County of Hawai‘i Recreation
Plan updated to reflect newly identified recreational priorities. The updated Recreation Plan
should develop a strategic management plan for upgrading facilities and establish a level of
service standards for parks.
30.w Plan, manage, and maintain parks to ensure that the quality of recreation areas does not
diminish with heavy usage.
30.x Develop facilities and safe pathway systems for walking, jogging, and biking activities.
30.y Amend the HCC to better address park and recreation issues in the following ways: Note:
Edit to reflect future code updates.
i. Amend subdivision code (Ch. 23) to be consistent with Dedication of Land code (Ch. 8)
in providing land area for park and recreational use or pay a fee in lieu thereof.
ii. Develop and adopt an Impact Fees Ordinance
iii. Amend Dedication of Land code (Ch. 8) to include “net useable acreage.” [Code]
Recreational Services
30.z Develop a center/complex for major cultural, educational, and recreational activities in
underserved population centers, such as Kona. Note: Confirm that this is adequate.
30.aa Develop facilities and safe pathway systems for multimodal use such as walking, jogging,
and biking activities.
30.bb Develop walking paths around existing ballparks and other park grounds, as feasible. These
walking paths should be level footpaths that meet accessibility requirements whenever
possible.
30.cc Expand active open recreational opportunities at the Pana‘ewa Rainforest Zoo and
Equestrian Center properties such as bike/walking trails, horse trails, dog-friendly trails,
and other outdoor recreation that would complement the Pana‘ewa complex.
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Park Standards
Table 31: Regional Parks
Park Description Major recreation area serving several districts and providing indoor and outdoor activities. A
major center for spectator sports and cultural activities. May include features of historic,
geological, and horticultural interests.
Approximate Size 50 acres
Service Area
Population Vicinity of major populated areas. 5 acres/1,000 persons per HCC, Chapter 8
Facilities Include Multi-purpose building, auditorium, gymnasium, swimming pool, adequate parking areas, and
facilities for spectator sports: football, baseball, softball, track field, tennis, basketball, and
volleyball.
Table 32: District Parks
Park Description Offer diversified types of recreational activities to an entire district that include indoor and
outdoor sports.
Approximate Size 10 to 30 acres
Service Area
Population
Within a district consisting of several populated communities.
Facilities Include Gymnasium with office, storage, restrooms, and showers; a center for community and
recreational programs; swimming pool (if justifiable); play area and equipment for young
children; courts for basketball, tennis, and volleyball; ball fields for soccer, baseball, softball, and football; night lights; and an adequate parking area.
Table 33: Community Parks
Park Description Community recreation area serving surrounding urban areas, and entire community in rural
areas. Provides active and passive activities.
Approximate Size 4 to 8 acres
Service Area
Population
Within the center of the community or several neighborhoods
Facilities Include Multi-purpose building; gymnasium (where not serviceable from a district park); courts for
basketball, volleyball, and tennis; ballfields for softball/baseball, soccer, and football; play
area and equipment for young children; walking and jogging paths; picnic and passive area;
night lights and an adequate parking area.
Table 34: Neighborhood Parks
Park Description Provide open space in urbanizing areas for the general aesthetic enjoyment of the outdoors,
play areas for young children, and a social gathering place for the neighborhood.
Approximate Size Up to 4 acres
Service Area
Population
Within the center of the neighborhood and preferably adjacent to a school.
Facilities Include Restrooms; drinking water; walking and jogging paths (bike and skating paths); courts for
basketball, volleyball, and tennis; ballfields for tetherball, baseball/softball, and soccer; play
area and equipment for young children; and an adequate parking area.
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Table 35: Community Centers
Park Description Major center for spectator sports, and cultural and social activities.
Approximate Size Size depends on the facilities proposed and accessory uses.
Service Area
Population
Varies
Facilities Include Multipurpose building; auditorium; gymnasium; facilities for spectator sports; swimming
facility; and an adequate parking area.
Table 36: Resource-Based Parks
Park Description Centered around a major natural asset, such as a sandy beach, a prime forest, or a volcanic
feature, and includes historic sites whenever feasible.
Approximate Size Varies. Every section of the island should be adequately served.
Service Area
Population
Designed to accommodate users from throughout the County.
Facilities Include Beach parks should include restrooms with showers; picnic facilities; a defined tent camping
area when allowed; drinking water; adequate parking; pavilions of various sizes; and lifeguard
facilities. Trails and unimproved roads; designated hunting and fishing areas; designated
conservation areas for nature study and other passive activities; and wilderness campsites.
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4.6: Community Health and Wellness
The interconnectedness of community health
and wellbeing and the environment has
become increasingly apparent. The vision for
Hawaiʻi Island prioritizes the health and
resilience of communities through enhancing
the natural, built, and social environments
while adapting to the impacts of climate
change. Recognizing the vital role of public
health in shaping the future of our island, the
General Plan aims to integrate policies and
actions that promote health and wellbeing in
its various elements.
There are a host of conditions that influence
the ability to lead a healthy life. Communities
thrive when they have reliable access to
essential resources such as quality and
affordable housing, healthy foods,
recreational areas, spaces for religious and
cultural practices, medical care, living-wage
jobs, safe neighborhoods, and educational
opportunities. The land use policies
established in the General Plan play a crucial
role in shaping public health. Policies that
prioritize mixed-use development, encourage
the creation of parks and open spaces, and
support the availability of affordable and
attainable housing contribute to healthier
communities. By promoting walkability,
accessibility to services, and a sense of
community, land use policies can enhance
physical and mental wellness.
Land use policies can also impact access to
healthy food options. Encouraging the
establishment of farmers’ markets,
community gardens, and a range of
agricultural activities can promote local food
production and improve access to fresh and
nutritious food. Additionally, in underserved
areas of the island, policies that promote the
development of grocery stores and food co-
ops can help address the challenge of food
deserts and support community health.
Infrastructure planning is critical for
promoting active transportation options, such
as walking, cycling, and public transit.
Designing communities with pedestrian-
oriented sidewalks, bike lanes, and trails
encourages physical activity while reducing
reliance on automobiles. Accessible and well-
connected transportation networks contribute
to improved community health by facilitating
regular physical activity and reducing traffic
congestion and air pollution. The provision of
parks, green spaces, and recreational
facilities are also critical infrastructure for
community health and wellness. These spaces
provide opportunities for physical activity,
social interaction, and relaxation, contributing
to overall health outcomes for residents of all
ages.
Affordable and safe housing is another
fundamental aspect of community health. The
General Plan addresses housing affordability
and availability by promoting diverse housing
options and mixed-income neighborhoods.
The Plan also incorporates environmental
sustainability measures that promote
community health. By advocating for
renewable energy generation, green building
practices, and climate resilience strategies,
the General Plan can guide the mitigation of
environmental risk and improve overall
environmental quality. This further enhances
public health outcomes and reduces
vulnerability to climate-related hazards.
Although the planning of most health
programs and facilities is the direct
administrative responsibility of the State, the
County is responsible for the general welfare
of the island’s communities and must
continue to make every effort to support their
ability to live healthily. The General Plan
recognizes that advancing health equity
across the island requires a concerted effort
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across sectors and agency accountability. The
Plan supports the provision of accessible
healthcare services and facilities. Planning for
healthcare infrastructure, including hospitals,
clinics, and community health centers,
ensures that residents have adequate access
to medical care and preventative services.
Coordinating with healthcare providers and
organizations can help integrate health
considerations into land use decisions and
strengthen overall community health. This
element of the Plan.
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Objective 31
Each community has access to
healthcare facilities, programs, or
community-based care.
Policies
31.1 Ensure regular health service
assessments identify and address
the unique needs of the medically
underserved population, especially
in rural areas.
31.2 Partner with government, private
and nonprofit agencies, and other
stakeholders to ensure equitable
access to healthcare services.
31.3 Ensure healthy communities
through aligned land use and
infrastructure policies.
31.4 Active living considerations should
be integrated into the design of
communities.
31.5 Advocate to the State to continue
the operation of the rural hospitals.
31.6 Support the establishment of
centrally located, 24-hour, full-
service medical facilities, with
trauma care, to service rural areas.
31.7 Hospitals should be on sites capable
of handling moderate expansion of
facilities. Quiet surroundings,
convenient and adequate access,
and compatibility with adjoining
uses shall be required.
31.8 Hospitals shall be served by a public
sewerage system or have self-
contained sewerage systems.
31.9 Ensure that hospitals are
sufficiently hardened to remain in
effective use through natural
disasters.
31.10 Establish a comprehensive network
of health and wellness services.
31.11 Integrate community health
concerns in community planning.
31.12 Advocate for programs serving the
elderly, disabled, and homeless
persons.
31.13 Improve coordination and
integration of services.
31.14 Support the establishment of home
and community-based services
(HCBS) that operate consistent with
community character.
31.15 Increase opportunities and support
for home-based care for aging in
place.
Priority Actions
31.a Establish an Aging and Disability
Resource Center in Kailua-Kona.
(Office of Aging) Phase 2 PROJECT
31.b Develop a medical center TOD
master plan and rezone it as a
Regional Center TOD. PROJECT
31.c Develop public showers and
restroom facilities in strategic
locations to serve the homeless and
meet public sanitation needs. OHCD
Phase 2 PROJECT
31.d Collaborate with government,
private and nonprofit agencies, and
other stakeholders to establish a
One-Stop Community Resource
Center to serve as a point of
community access for information
and referral for health, education,
and social services. OHCD Phase 2
INTERAGENCY COORDINATION
31.e Expand the use of mobile health
centers and services (health,
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screening, vision, dental, etc.) to
rotate through the rural
communities regularly. OHCD Phase
2 INTERAGENCY COORDINATION
31.f Partner with government, private
and nonprofit agencies, and other
stakeholders to develop a
consolidated services facility plan
for the victim and offender
treatment, counseling, and other
rehabilitation services (and other
social services) in major urban
centers (Hilo, Kailua-Kona,
Waimea). Prosecutors Phase 2
INTERAGENCY COORDINATION
31.g Support the distribution of
telehealth support services,
particularly to unserved and
underserved communities. (Office
of Aging) Phase 2 INTERAGENCY
COORDINATION
31.h Amend county zoning and building
codes as necessary to
accommodate home and
community-based care elderly care.
PD Phase 1 CODE AMENDMENT
31.i Amend the HCC to include land uses
for substance abuse and/or medical
rehabilitative facilities and
determine appropriate criteria for
siting in communities. PD Phase 1
CODE AMENDMENT
31.j Amend the HCC to designate a lead
agency for coordinating and
responding to outbreaks of life-
threatening, highly communicable
diseases pursuant to the
Department of Health direction. CD
Phase 1 CODE AMENDMENT
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Section 5:
Housing for All
Organization
Introduction
Challenges
Opportunities
Goal
Objectives
Policies
Actions
Affordable Housing
Character Guidelines
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Introduction
Population and housing are inseparable in
planning for both the growth and renewal of
our towns and villages in the years ahead.
Transportation systems, allowing vehicular
connections between housing and multiple
urban areas, are also inextricably linked. All
housing requires transportation access, albeit
in more flexible, subjective, and individual
ways among households.
The geography of our housing is expansive:
90,500 housing units for just over 200,000
residents, spread throughout a vast, 200-mile
length of a low-density population settlement
band that nearly encircles Hawaiʻi Island. The
planning and guiding of both the densities and
directions of expected population and housing
growth are especially important due to the
exposure to multiple natural hazards, their
unique types and probabilities within the
state, and the requirement for local
government to deliver a physical span of
diverse emergency and protective services
that is unequaled within this state.
Diversity and Expansion of
Housing Availability
The supply and mix of types of additional,
modified, and replaced housing units needed
in the planning period is a function of
population growth, where that growth occurs,
and the characteristics of the persons who
make up that growth. A growth pattern of
disparate suburban and rural neighborhoods
will result in a different type and size range of
dwellings and accessory structures than
would result from a pattern of centralized,
higher-density urban infill, supported by
nearby, accessible public and private services
and facilities.
Amount
With an estimated population increase from
202,263 (2018) to approximately 273,232
(2045), a 35 percent increase, there will be a
demand for an additional 17,000 resident
housing units over the next 25 years.
Demographic trends
Planning for the design, sizing, and locations
of the future housing supply should consider
demographic trends, in that 44 percent of the
population will be over age 65 by 2045. There
is an increased need to accommodate seniors
with mobility limitations where support
services are reasonably convenient without
the necessity of a household automobile.
Further, statistics reveal that almost one out
of every ten households are crowded, and
many are multi-generational, which indicates
a need for small dwelling units for young
Missing Middle Housing
The housing market offers little variety
of housing types. These include a range
of house-scale buildings with multiple
units, compatible in scale and form with
detached single-family homes, located in
a walkable neighborhood. These may
offer a more affordable option for many
residents. Some types include:
• Duplex
• Townhouse
• Courtyard building
• Live-work building
The American Planning Association
suggested the following practical zoning
shifts to support adding missing middle
housing:
• Reduce minimum lot size.
• Allow more housing types and
reduce minimum structure size.
• Reduce parking minimums.
• Allow missing middle housing
everywhere (if possible).
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adults or ohana units for retired parents
and/or grandparents.
Managing Existing Housing
Inventory
Housing in Hawaiʻi County has predominantly
been characterized by single-family
residential units, noting 18,449 acres are
used for single-family residential, compared
to only 3,403 acres for multi-family
residential. Housing demand has outpaced
housing development on Hawaiʻi Island for
decades, which could be addressed, in part,
through the intentional use of single-family
residential developments. In reality, the
County’s single-family residential dwellings
are often occupied by multiple generations at
one time, which is a natural response to the
low housing supply and high demand.
Rehabilitation, renewal, or redevelopment will
be required in many of the older single-family
residential neighborhoods.
Production Shortfall
Census Bureau statistics and recent housing
studies conducted for State and County
housing agencies show that the number of
housing units constructed annually in Hawaiʻi
County has not kept pace with the growth of
the resident population, and therefore with its
housing needs. As of 2020, there was a
shortfall of approximately 5,534 housing units
for those who were doubled up, hidden
homeless, and other forms of pent-up
demand. Recent forecasts estimate we need
an average of 900 new housing units per year
to accommodate past and future growth
through 2045.
Preserving and Creating Affordable
Housing
One of the most significant concerns
regarding housing within the County is the
lack of affordability and the resulting
homelessness that can occur. Our existing
affordable housing stock includes public
housing that is managed by the Hawaiʻi Public
Housing Authority and consists of 84 projects
containing 5,997 housing units. Also included
are the subsidized or income-restricted
housing programs managed by the County,
averaging 2,055 households. Further,
affordable housing includes those affordable
at market rate.
The federal Department of Housing and Urban
Development (HUD) housing guidelines
suggest that households should devote no
more than 30 percent of their income to pay
monthly housing expenses; otherwise, a
household is considered “shelter burdened”
and may have difficulty affording necessities
such as food, clothing, transportation, and
medical care. Households spending more than
50 percent of their income on housing are
considered severely shelter burdened. In
2020, 39 percent of owner households with a
mortgage and 43 percent of all renter
households were paying more than 30
percent of their income for housing, compared
with a national average of 30 percent. The
State of Hawaiʻi is continuously ranked in the
top three highest of shelter burdened,
nationally.
A more accurate gauge of affordability also
looks at transportation costs. The Center for
Neighborhood Technology provides a housing
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and transportation affordability index (H+T),
which sets a benchmark of no more than 45
percent of household income. Hawaiʻi County
housing costs average 41 percent of a
household budget while transportation costs
are at 28 percent for a total H+T of 69
percent.
The 2019 Hawaiʻi Housing Study shows that
median sales and rental prices of housing in
the County have substantially exceeded levels
affordable to families earning median
incomes, according to affordability ratios
established by HUD. As a result, a large
percentage of residents earning median or
below-median incomes are unable to either
obtain the amount of mortgage financing
necessary to purchase a housing unit or afford
the rental payments for newly constructed
rental housing.
Public discussions at the State and County
levels, regarding the high cost of housing,
commonly assert unnecessary time and
expense to obtain land use and permit
approvals as driving up housing costs. High
land costs are also cited as a major cost
component responsible for the failure of
private developers or public agencies to
deliver new affordable housing units.
Investing in Homelessness
Response
In 2022, the County Council approved Bill
111. The Bill allocates no less than 75 percent
of the property tax collected each year from
Tier 2 residential properties. These properties
are second luxury homes with a value of $2
million or more. The ordinance, as approved,
took effect on July 1, 2022, and will be in
place until June 30, 2027. It is estimated the
program will generate about $9 million in the
first fiscal year. Each year of the program,
these funds are to be used exclusively for
county-sponsored programs to address
housing and homelessness.
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Table 37: Housing Challenges
• Low infrastructure and services capacity in urban growth areas deters new development and limits
rehabilitation or expansion of existing development due to high cost.
• Local communities rarely support new housing and homeless solutions in their immediate and nearby
neighborhoods (NIMBY).
• Land and material costs, land use, building code, and permit requirements do not encourage the
private housing market to invest adequately in low- and middle-income housing options.
• Building code changes are not evaluated for their impact on housing cost and availability, and the
embodied carbon impact of required materials.
• Homeownership for investment purposes reduces available stock for local ownership and rental
opportunities.
• Due to a lack of proximate and affordable housing options, many residents who are employed within
large resort areas endure long commutes, which contributes to increased greenhouse gas emissions,
vehicle counts, and roadway congestion.
Table 38: Housing Opportunities
• Remove barriers to reduce cost for new construction and rehabilitation of the current housing through
changes to tax, zoning, and building standard requirements.
• Encourage mixed housing types within all communities to fill gaps in missing middle housing and
particularly in urban centers near mixed-use and transit centers.
• Create subsidies like LIHTC for the missing middle of affordable housing (80%-140% AMI)
• Collaborate with private and non-profit organizations to increase affordable housing including
workforce housing.
• Embrace universal design principles for new construction and rehabilitation projects.
• Explore creative financing solutions to meet housing and infrastructure demands.
• Encourage the adaptive reuse of underutilized commercial spaces.
• Encourage resort communities to include on-site workforce housing options.
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Housing Goal
Objective 32 (Diversify and Expand Housing)
Increase the number and variety of newly constructed housing units for
rent and sale that addresses a range of Area Median Income (AMI).
Policies
32.1 County departments shall collaborate to identify and prioritize infrastructure
requirements and public-private partnerships that support the desired density of housing
types near mixed-use centers and transit centers in urban areas.
32.2 Incentivize a mix of diverse housing types, including missing middle housing and mixed-
income communities.
32.3 Prioritize new housing including the missing middle in or near mixed-use developments,
urban growth areas with infrastructure, and near existing and proposed transit centers.
32.4 Support experimental housing, energy efficiency, and compact housing communities in
accordance with HRS 46-15.
32.5 Incentivize the use of universal design principles in new construction to create physically
accessible housing for children, the aging, and those with mobility limitations.
32.6 Vacant lands in the urban growth boundary (UGB) should be prioritized for residential
uses before additional agricultural lands outside the UGB are converted into urban uses.
32.7 Incentivize smaller housing options.
Priority Actions
32.a Establish interdepartmental procedures to collaboratively define and prioritize
infrastructure requirements to support housing in or near mixed-use and transit centers
in urban areas. [OHCD, DPW, DP, DWS, DEM, P&R – Phase 1]
32.b Conduct and/or update (minimum of every 5 years) a housing inventory data analysis
and scenario modeling to identify existing housing types and needs and to identify land
use and building code updates that will provide for diversified housing types, a mix of
development types, and efficient and alternative construction methods in urban areas.
[OHCD, DP – Phase 1]
Residents have access to adequate and affordable housing to meet the
needs of the population and provide equitable opportunities for household
flexibility and mobility.
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32.c Assess and amend the land use and building regulations and explore fiscal opportunities
to support universal design principles for more physically accessible housing. [DPW, DP
– Phase 1]
32.d Encourage the State to provide student, faculty, and staff housing around State
education facilities. [DOE – Phase 2]
32.e Initiate and participate in activities with the private sector to include providing leadership
and expertise to neighborhoods and nonprofit organizations in the development of
housing and community development projects. [OHCD – Phase 2]
Objective 33 (Manage Existing Housing)
Monitor, conserve, and improve the existing housing stock.
Policies
33.1 Enable data-driven research to support and maintain a housing inventory program to
monitor existing housing inventory.
33.2 Incentivize the use of universal design principles for the rehabilitation of existing housing
to create physical accessibility for those with mobility limitations.
33.3 Encourage the adaptive reuse of non-residential spaces for residential purposes in urban
growth areas where supporting infrastructure exists.
33.4 Identify and support federal, State, and local housing assistance programs to rehabilitate
existing housing for very low- to moderate-income residents.
Priority Actions
33.a Perform existing housing inventory data analysis to identify structural conditions and
needs for rehabilitation or demolition. [OHCD – Phase 1]
33.b Review and amend the zoning and building regulations to support the adaptive reuse of
non-residential spaces for residential housing units. [DPW, DP – Phase 1]
33.c Amend building regulations to allow for as-built permits and new renovation permits for
less than 50 percent of an existing structure to conform with the building code of the
year the main structure was permitted, excluding electrical and other critical life safety
codes.
33.d Create, aid, and encourage programs to maintain and rehabilitate the existing housing
inventory, including consideration for self-help programs. [OHCD – Phase 1]
33.e Perform ongoing analysis of available housing assistance programs for public and private
stakeholders. [OHCD – Phase 1]
33.f Develop and maintain an outreach program to disseminate information and educate
stakeholders about housing assistance programs. [OHCD – Phase 2]
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Objective 34 (Create Housing Affordability)
Prioritize providing quality affordable housing for Hawaiʻi’s residents.
Policies
34.1 Support affordable housing developments for all users including but not limited to the
following groups: middle-income workforce, elderly, minimum wage workers, agriculture
workers, individuals with special needs, individuals with disabilities, homeless, and
retired individuals.
34.2 Support innovative and experimental housing types that address homelessness located
near services, job centers, and transit hubs, while providing support services such as
rent assistance.
34.3 All affordable housing projects that receive development benefits from the County, such
as land use/zoning approvals, special approvals (including 201-H), conditional uses, and
density bonuses, shall be required to maintain the affordable rental units for not less
than 20 years pursuant to deed restrictions or other mechanisms specified in the HCC.
34.4 Reduce the cost and time of processing land use and construction applications,
particularly for affordable housing projects.
34.5 Allow for and apply property tax and land use regulations to incentivize and encourage
private property owners to provide affordable housing rental units in mixed-use and
urban areas and to disincentivize the land banking of unimproved properties.
34.6 Encourage public agencies and private organizations to participate in federal, state, and
private programs to provide new and rehabilitated housing and rental opportunities for
low- and moderate-income households.
34.7 Enable housing programs that implement a land trust strategy for publicly owned
parcels.
34.8 Encourage the development of workforce housing within or near urban growth areas and
employment centers and require large new developments that create a demand for
housing to provide affordable workforce housing.
34.9 Enable and encourage the development of affordable retirement communities and aging-
in-place opportunities that are located near services and activities for seniors.
Priority Actions
34.a Review and amend zoning and building codes to allow for innovative housing solutions
for the homeless such as permanent supportive housing, transitional housing/camps,
micro-housing communities, emergency, and temporary shelters, etc. [DPW, DP –
Phase 1]
34.b Amend the Housing Code to require and maintain the long-term affordability of
affordable housing developments.
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34.c Amend land use and building regulations to reduce costs and streamline the processing
of affordable housing applications and facilitate concurrent applications when possible.
[DP, DPW – Phase 1]
34.d Revise financial mechanisms and property tax provisions to allow for creative finance
solutions to incentivize new construction and rehabilitation of affordable housing.
[OHCD, Fin – Phase 1 or 2]
34.e Form an Affordable Housing Advisory Committee to complete an island-wide Affordable
Housing Strategic Plan. [OHCD – Phase 1 or 2]
34.f Establish an internal County housing working group to include (OHCD, DP, DPW, DWS,
DEM, and P&R) to coordinate planning and infrastructure. [OHCD – 1]
34.g Adopt a County affordable housing program, similar to HRS 201H, that encourages
development, reduces cost, and simplifies permitting [OHCD – Phase 1 & 2]
34.h Coordinate with the State and Federal agencies to provide housing programs for low- to
moderate-income households and ensure equitable access. [OHCD – Phase 1]
34.i Partner with government and private housing entities and housing trusts to fund and
support community-based non-profit organizations to provide adequate and equitable
affordable housing. [OHCD – Phase 1 & 2]
34.j Amend land use and development regulations to incentivize new workforce and
retirement communities and to require large new developments to provide affordable
housing suitable for employees in or near the development. [DPW, DP – Phase 1]
Table 39: Affordable Housing Character Guidelines
Affordable housing developments should provide a minimum of the following:
Health and Safety Viable, safe, and sanitary housing communities with quality living
environments.
Equity Opportunities for families of various socio-economic levels.
Household Types A mix of housing types when possible, such as multifamily, duplex,
townhomes, etc.
Infrastructure Provide adequate internet service or broadband.
Recreational
Amenities
• Open space and outdoor recreational amenities, such as playgrounds,
courts, pavilion, etc.
• Indoor community spaces, such as community kitchens, gathering areas,
etc.
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Section 6:
Integrated Systems
Organization
Introduction
Goal
Objectives
Policies
Actions
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Introduction
The General Plan highlights the need for
effective collaboration and integrated systems
across our county government to promote
efficiency, achieve shared goals, and ensure
optimal service delivery to the community.
Integrated government systems refer to a
network of interconnected systems and
databases that allow different government
departments and agencies to share
information and work collaboratively. The
need for integrated government systems
arises from the fact that our County has
numerous departments, agencies, and
functions that require coordination and
information sharing to ensure efficient and
effective service delivery.
By fostering collaboration among different
departments, such as planning, public works,
parks and recreation, and finance, the County
can leverage the collective expertise and
resources of these departments. Integrated
systems play a vital role in facilitating efficient
and coordinated governance. When different
departments and agencies are connected
through integrated systems, it enables the
seamless exchange of information, enhances
communication, and improves decision-
making processes. For example, an
integrated system can enable the sharing of
data between planning and public works
departments, ensuring that infrastructure
development aligns with land use plans and
regulations.
The following benefits demonstrate why
integrated government systems are needed in
Hawaiʻi County:
Improved Service Delivery and
Public Engagement
Integrated government systems help to
improve service delivery by enabling different
government agencies to share information,
which helps to reduce duplication of effort and
increase the speed of service delivery. For
example, an integrated system for health and
social services can help ensure that
individuals receive coordinated and
comprehensive care.
Cost Savings
Integrated government systems can help to
save costs by reducing duplication of effort
and by providing a more streamlined
approach to service delivery. When different
government departments are working
together, they can pool resources and avoid
the need for redundant systems.
Enhanced Efficiency
Integrated government systems help to
enhance efficiency by reducing the time and
resources needed to access information. This
can help to reduce bureaucracy and speed up
decision-making.
Improved Data Management
Integrated government systems can help to
improve data management by providing a
centralized repository of information that can
be accessed by different government
departments. This can help to ensure that
data is accurate, up-to-date, and easily
accessible.
Better Policy Development
Integrated government systems can help to
facilitate better policy development by
providing policymakers with access to
comprehensive and accurate data. This can
help to ensure that policies are evidence-
based and effective.
Overall, integrated systems are essential for
Hawaii County to provide efficient, effective,
and coordinated services to our citizens.
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Integrated Systems Goal
Objective 35
Increase collaboration and cooperation for efficiency, effectiveness, and
responsiveness.
Policies
35.1 Maintain and adequately fund County government services at the level necessary to be
effective.
35.2 Ensure that government attitudes, actions, and services are sensitive to community
needs and concerns.
35.3 Sufficiently fund, and facilitate the timely preparation, maintenance, and update of public
policies and plans to guide County programs and regulatory responsibilities.
35.4 Expand the adoption of technology across all County agencies to achieve greater
efficiency, accessibility, and accountability to the general public throughout government
operations.
35.5 Continue to seek ways of improving public service through the coordination of service
and maximizing the use of personnel and facilities.
35.6 Promote alignment and consolidation of State and County functions whenever more
efficient and effective delivery of government programs and services may be achieved.
35.7 Collaborate with appropriate State agencies for the provision of public facilities to serve
the needs of the community.
Objective 36
Maintain fiscal integrity, responsibility, and efficiency.
Policies
36.1 Provide a balanced budget.
36.2 Allocate fiscal resources to efficiently implement the objectives of the General Plan in
addition to essential government operations.
36.3 Ensure accountability in government operations.
36.4 Calculate the cost of the different County services provided.
36.5 Continue regular review of the County fee and fine schedules.
We are governed by integrated systems that are efficient, equitable, and
organized to facilitate coordination and collaboration.
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36.6 Maintain a debt financing plan to schedule bond authorization.
36.7 Leverage multiple sources of funding as part of the Capital Improvement Program (CIP).
36.8 Encourage financing tools like Community Facilities Districts (CFD) to help fund off-site
infrastructure improvements.
36.9 Develop short and long-range capital improvement programs and operating budgets for
public facilities and services.
36.10 Capital projects shall be analyzed for overlapping scopes.
36.11 Projects involving more than one Department’s assets shall be coordinated to define
scoping, design, and construction needs.
36.12 Improve the effectiveness of the Capital Improvement Program to maintain transparency
of the status of all County CIP projects.
Priority Actions
36.a Develop a working group to plan for large infrastructure investment needs such as the
Metropolitan Planning Organization and the Municipal Separate Storm Sewer System.
36.b Create a fiscal impact statement for the interdepartmental project FIS.
36.c Develop a countywide facility condition inventory and maintenance schedule.
36.d Conduct cost-benefit analysis for new facilities and replacements.
36.e Establish memorandums of agreement to partner with community groups for facility
improvements and ongoing maintenance opportunities.
Objective 37
Achieve equitable outcomes for County programs, policies, and
allocation of resources.
Policies
37.1 Promote policies that actively address and reduce disparate outcomes for historically
underserved communities.
37.2 Seek equitable distribution of County investments towards promoting employment
opportunities, infrastructure, and other community benefits.
37.3 Provide resources for County employees to understand and actively advance equity
solutions within all agencies of County government.
Priority Actions
37.a Provide technical assistance for financing options for infrastructure in underserved areas.
37.b Provide technical assistance for financing districts for new facilities and services in areas
designated as urban growth areas.
37.c Develop and adopt an impact fees ordinance that considers district specific needs and
excludes urban core areas where infill is encouraged.
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37.d Develop a framework for a transition plan for changes in administrative leadership to
ensure a smooth transition and continuity of operations.
37.e Develop a Community Engagement framework to be used across County Departments
and Agencies to provide direction and ensure effective civic participation
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THRIVING, DIVERSE,
AND REGENERATIVE
ECONOMY
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Section 7:
Economy
Organization
Introduction
Key Trends
Challenges
Opportunities
Economic Goal
Objectives
Policies
Actions
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Introduction
Hawaiʻi Island is a unique and vibrant place,
known for its natural beauty, cultural
heritage, and diverse ecosystems.
Considering both the natural abundance and
limited resources that exist, it is crucial that
economic development is balanced with
preserving the island’s unique character and
assets as we envision the future. The General
Plan aims to guide the creation of an economy
that not only generates prosperity but also
nurtures the wellbeing of our communities
and respects the delicate ecological balance of
the island. This section outlines the vision and
strategies for a thriving, diversified, and
regenerative local economy that can sustain
the residents of Hawaiʻi Island while
promoting a high quality of life.
Though sustainability is a key guiding
principle for this Plan, both in the
environmental and socioeconomic context,
we emphasize the importance of regenerative
practices in our economic pursuits. This
means going beyond sustainability to actively
restore and enhance our natural resources
and ecosystems. The General Plan prioritizes
initiatives that promote renewable energy,
regenerative agriculture and tourism, and the
conservation of natural resources. By
embracing regenerative practices, we can
ensure the long-term health and vitality of our
environment while realizing the economic
benefits.
Diversification is an essential aspect of the
Plan’s economic strategy. Hawaiʻi’s history
demonstrates the risks and detriment that an
over-reliance on a single industry has on our
island’s communities and natural resources.
This Plan strives to foster a diverse range of
sectors that can support a resilient and robust
economy. By nurturing a wide array of
industries, we can create a more stable
economic foundation and reduce vulnerability
to external shocks.
Sound economic development policy supports
household stability as a key factor for
determining the quality of life for all Hawai‘i
Island residents. The term “economic
development” means that we take a
community-centered approach. The key is to
ensure that economic policy creates
opportunities for our residents while
protecting our resources for future
generations. The wellbeing of our island’s
residents relies on the availability of
meaningful and well-paying jobs, attainable
and affordable housing, viable transportation
systems, and a healthy environment for
generations to come.
Economic development policy is intrinsically
tied to and influenced by other aspects of the
General Plan. The establishment and growth
of urban job centers are influenced by a
multitude of factors. They are often created
through a type of economic ecology where
surrounding industry clusters can create
reciprocal relationships between similar
business types. These job centers are
typically sustained through infrastructure and
utility development, such as access to water,
transportation, and wastewater treatment.
Job centers may also be proximate to nearby
natural features or resources, often those that
attract visitors. A common example is
roadside stands and food trucks located in
areas where there are a lot of visitors and foot
traffic. Consequently, land use and economic
policies both respond to and influence the
location, density, and sustainability of future
economic growth.
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Table 40: Economic Key Trends
Poverty Persists • The median household income in Hawaiʻi County trended up in 2020 to $65,401.
• The poverty rate in the County has fluctuated from a low of 13.1% in 2007 to a high of 19.5% in 2015. In 2020, 14% of the County’s population was below the poverty line. In contrast,
the poverty rate nationwide was 11.4%, and statewide it was nearly 9.3%.
• The cost of living in Hawaiʻi continues to be among the highest in the nation, compounding impacts to those that are already struggling to meet basic needs.
Self-Sufficiency is
Out of Reach for
Many
• In 2020, the County had the lowest self-sufficiency income requirements ($74,030 for a family
of four with a preschooler and one school-age child), but that income is well above the poverty
line.13
• A family of four needed to earn a combined hourly wage of $35.05 (or $17.53 each on
average) to be economically self-sufficient. The Hawaiʻi Financial Health Pulse survey found
that just under a quarter of Hawaiʻi residents surveyed, or 23%, work more than one job.
That was 76.2% above the state minimum wage level and 145.7% above the federal poverty
threshold for Hawaiʻi.
Brain Drain • From 2017-2019, the population in Hawai‘i decreased, in large part due to a high rate of net
domestic outmigration. Of primary concern for economic growth, these outmigrants are more
likely to be young, college-educated workers, a phenomenon often referred to as “brain drain”.
• A recent report from DBEDT, Hawai‘i Migration Flows: 2013-2017, found that domestic
outmigrants (as defined by migration status over the past 12 months) were disproportionately younger adults (aged 18-34) and educated (have bachelor’s degree or higher). 14
Job Growth Mirrors
Population Growth
• The average annual growth rate for jobs averaged 1.4% since 2005, mirroring population
trends, and it is expected to mirror population trends experiencing a slight decrease in the
growth rate for the next several decades.
Job Market
Characteristics
• Almost 75% of workers are employed in one of six key industries. Tourism drives the arts,
entertainment, recreation, accommodation, and food services industries and much of the retail
trade, representing a large portion of employment.
• Employment in the construction industry continues to be the most volatile among the top industries, with notable spikes and dips in employment that generally correspond to
fluctuations in the housing market.
• The three primary economic sectors are the services-producing sector (education, health, accommodation, entertainment, food, professional, financial, real estate, public, etc.), the
goods-producing sector (construction and manufacturing), and agriculture.
• In 2020, the services-producing sector was by far the largest, representing over 85% of employment, with about half of that connected to the visitor industry.
Top Growth Sectors • The top five growth sectors in the DBEDT 2045 forecast are health services, business services,
eating and drinking, professional services, and educational services.
Job and Population
Centers Mismatch,
Resulting in Longer
Commutes
• Generally, about 42% of jobs are in Hilo, another quarter are in North Kona, 7% are in the
Waikoloa and Waimea areas, and about 1-7% are in each of the other population centers.
There is a notable mismatch between locations of high population density and job centers.
• These mismatches are reflected by increased mean travel time to work which varies widely
by district, with more vulnerable populations most impacted.
Local Competitive
Advantages Vary
• The County has the greatest number of jobs in government (18.6%); retail (12.5%);
business, professional, and other services (12.7%); health and social assistance (10.7%); dining (9.8%); and hotels (8.6%).
• Job data are geographically linked to the place of employment and can be used to identify
characteristics of job centers.
13 Self-Sufficiency Income Standard: Estimates for Hawai‘i 2020 December 2021 DBEDT 14 Brain Drain: Characteristics of Hawai‘i-Born Adults on the U.S. Mainland
January 2021 DBEDT
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Table 41: Economic Challenges
General • Economic activities are challenged by regulatory barriers, shipping costs, and energy
costs.
• Large disparities between wages and cost of living reduce quality of life and the ability
to attract and retain labor.
• Financial instability makes it challenging for people to take risks such as starting a new
job or business.
• The impacts of climate change continue to threaten infrastructure and the viability of
coastal and inland properties (residential, commercial, and civic).
• Rural job centers lack infrastructure to support economic development.
• There is a lack of affordable and attainable workforce housing near employment centers.
• A greater diversity of training programs and educational opportunities is needed to
retain and develop the workforce pipeline.
Agriculture and
Food Systems
• The limited availability of land, water, transportation, housing, and labor, along with
costly operations and maintenance contribute to high agricultural costs.
• Minimal and expensive farmworker housing, along with narrow profit margins and high
entry costs, negatively impacts the agricultural industry’s ability to attract and retain
labor.
• Inadequate infrastructure availability for agriculture operations can limit production. For
example, there is a lack of facilities and resources to process value-added products.
• There is a lack of capacity and access to training, skillset, and network building to scale-
up small agricultural businesses to handle their administrative needs.
• Limited access to financing and capital.
• Some regulations can limit opportunities for the agriculture and the local food system.
Visitor
Industry
• Opportunities for career advancement can be limited within the visitor industry.
• It is often difficult to keep tourism dollars circulating on the island.
• There is a lack of understanding that our island is more than just a tourist destination.
• Measuring impacts and data tracking, including natural resources.
• Transportation is difficult given the size of the island and lack of options.
• There is a need to increase resident satisfaction with the visitor industry.
• There is a need for greater funding for parks and better management of public spaces
overall.
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Table 42: Economic Opportunities
General • Support the expansion into industries such as astronomy, renewable energy,
diversified agriculture, and aquaculture.
• Promote innovation to solve island challenges, including opportunities for waste-to-
energy and agriculture advancements.
• Improve land use regulations, development regulations, and property tax policy.
• Create small business incubators or innovation centers to reduce barriers.
• Invest in and provide the infrastructure that increases the competitiveness and
performance of local businesses.
• Pursue opportunities to underwrite risks through a variety of mechanisms such as
industrial development bonds, tax abatement, and low-interest loan programs.
• Increase broadband infrastructure to provide opportunities for participation in the
digital economy.
• The gig economy and virtual working provide flexibility, while also indicating the
possibility of outside capital entering our local economy.
• Collaborate with the business community to identify industry needs in support of
further industry diversification.
• Interdepartmental collaboration is essential for economic development problem-
solving.
Agriculture and
Food Systems
• Explore niches in the market to expand agricultural opportunities. For example, there
is an increased demand for medicinal crops (e.g., kava, spirulina, noni, etc.), which
can help diversify the market while uplifting local products.
• Aquaculture presents a sustainable food production alternative.
• Regenerative agriculture can help address systemic challenges while helping mitigate
climate change.
• Collaborate with our agriculture and food system industry to develop methods to utilize
agricultural byproducts.
• Pursue property tax incentives to lease land for agricultural uses.
• Promote education around appropriate crop suitability and available programs.
• Maximize the potential of agriculture through cooperation of large corporations,
entrepreneurs, small independent farmers, and government agencies.
Visitor Industry • Diversify the services offered and continue to pursue authentic experiences on island.
• Increasing natural and cultural resource management training and programs can help
to educate visitors about the necessity and significance of respecting, maintaining, and
sustaining resources.
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Economic Goal
Objective 38
Improve access at all levels for education and training.
Policies
38.1 Support all levels of and forms of education.
38.2 Support programs and infrastructure that enables employees to telecommute or work in
satellite locations.
38.3 Support apprenticeships and workforce training to strengthen leadership and
entrepreneurial skillsets and networks.
38.4 Support County apprenticeships, fellowships, and internships to strengthen skillsets,
networks, and innovation.
Priority Actions
38.a Continue to support a centralized County demographic and socioeconomic data resource
base. (PROGRAM | R&D | phase 1 ongoing)
38.b Continue to provide or expand County services and/or programs for workforce
development and technical assistance. (PROGRAM | R&D | phase 1 ongoing)
38.c Expand offerings for mentorship and networking. (PROGRAM | R&D | phase 2)
38.d Develop an apprenticeship program for the County. (PROGRAM | HR)
38.e Provide business planning assistance, career planning, entrepreneurial training,
incubation, and assistance with permitting, licensing, and regulatory issues. (PROGRAM
| R&D | phase 2)
Objective 39
Increase the growth and health of small businesses.
Policies
39.1 Establish Hawaiʻi Island as a business-friendly place.
39.2 Streamline regulatory processes associated with starting and operating a business.
39.3 Shared workspaces, including certified kitchens and industrial co-work buildings shall be
supported.
Our economy is diverse, regenerative, and innovative, improving and
maintaining the financial wellbeing of our residents with a focus to
increase local economic opportunities.
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39.4 Initiate and/or support programs to revitalize town centers and increase demand for
local-serving businesses.
39.5 Maintain strong partnerships and effective communication with the business community
to identify barriers and actions to improve the business climate.
39.6 Support creation of shared facilities and resources that can be utilized by multiple
opportunity clusters, such as creative industries and technical services.
39.7 Promote creative industries through collaboration with local artists on the design and
creation of public, livable spaces.
39.8 Support programs and initiatives that encourage manufacturing and support Hawaiʻi
Island’s small-scale independent manufacturers.
39.9 Support business development programs by reducing underwriting risks for the private
sector such as industrial development bonds, tax abatement, and low-interest loan
programs.
39.10 Support access to capital for small businesses and start-ups.
39.11 Promote the use of the incentives offered by federal and state programs such as
opportunity zones and enterprise zones partnership programs to attract businesses.
39.12 Encourage the development of the Technology, Creative, Agribusiness, Health and
Wellness, and Education targeted sectors.
Priority Actions
39.a Promote liaison services with the private sector with respect to the County’s
requirements for establishing businesses on the island. (PROJECT)
39.b Utilize County facilities and funds to support shared affordable workspaces,
makerspaces, and equipment for small businesses to utilize. (PROGRAM | R&D | phase 1)
39.c Complete a feasibility analysis for County to provide access to tools such as industrial
development bonds, tax abatement, and low-interest loan programs. (PROJECT | FD |
phase 2)
39.d Develop business improvement districts and MainStreet programs to fund revitalization
efforts. (PROGRAM | PD | phase 1 ongoing)
39.e Educate businesses on financial planning and funding sources for hazard preparedness
and recovery, including insurance options for business interruption, natural disasters,
and other unexpected occurrences. (PROGRAM | R&D | phase 2)
39.f Partner with business associations, realtors, and the chamber of commerce to recruit
small-scale manufacturers to establish retail locations in village and town centers to
support reinvestment and match potential tenants with local landowners. (PROGRAM |
R&D | phase 2)
39.g Partner with government, private and nonprofit agencies, and other stakeholders (e.g.,
University of Hawaiʻi, business associations, etc.) to convene business development
events island-wide. (PROGRAM | R&D | phase 2)
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Objective 40
Incorporate resiliency, diversity, and innovation in County programs,
plans, and research to support healthy economic development and
revitalization.
Policies
40.1 Increase County resources and actions devoted to strategic planning, interagency
coordination, training and expertise, and capital improvements.
40.2 Capital improvements program shall improve and increase the capacity of existing and
future commercial and industrial areas.
40.3 Maintain a program for updating zoning code to accommodate emerging industries and
technologies consistent with other goals, objectives, and policies of the General Plan.
40.4 Support lease terms and extensions on State and DHHL lands that provide opportunities
to improve or rehabilitate existing commercial and industrial zoned areas.
40.5 Encourage land uses that allow for small-scale manufacturers in retail establishments
that enhance and are balanced with the County’s natural, cultural, and social
environments.
40.6 Maintain plans and programs to foster sustainable business development opportunities
focusing on regenerative agriculture, green technologies and building, innovation and
technology, creative industries, and regenerative tourism.
40.7 Improve opportunities for multi-modal transit that improve the quality of existing job
centers.
40.8 Provide technological infrastructure that increases the competitiveness of businesses
and allows them to thrive in all parts of the island.
40.9 Expand opportunities for innovation and tech-based businesses.
40.10 Promote a distinctive brand for the island of Hawaiʻi including distinctive, regional
identities as an entity unique within the State of Hawaiʻi.
40.11 Encourage the development of economic opportunities through the utilization of by-
products from various industries.
40.12 Continue to encourage the research, development, and implementation of advanced
technologies and processes.
40.13 Promote Hawaiʻi Island as a center for natural scientific research.
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Priority Actions
40.a Collaborate with emerging industry leaders to identify needed infrastructure and services
to support economic diversification. (PROGRAM | R&D | phase ongoing)
40.b Monitor trends and identify business needs, strengthen existing industries, and diversify
the economy by attracting emerging industries. (PROGRAM | R&D | phase 1 ongoing)
40.c Collaborate with the private sector to identify business needs, strengthen existing
industries, and diversify the economy by attracting new endeavors. (PROGRAM | R&D |
phase 1 ongoing)
40.d Remove regulatory barriers that restrict entrepreneurial endeavors, such as zoning
restrictions for home-based businesses that do not negatively impact the infrastructure
network or the character of the neighborhood. (CODE AMENDMENT | PD | phase 1)
40.e Build capacity for implementation and economic development in the target industry
clusters identified by Comprehensive Economic Development Strategy (CEDS).
(PROGRAM | R&D | phase 1)
40.f Promote cross-sector linkages between Hawaiʻi Island’s anchor and opportunity
industries to grow the market for local products and services. (PROGRAM | R&D |
phase 1)
40.g Expand the research and development for energy and technology industries. (PROGRAM
| R&D | phase 2)
40.h Assist in the expansion of emerging industries through the development of marketing
plans and programs. (PROGRAM | R&D phase 2)
40.i Develop a market strategy that includes housing, a skilled workforce, quality of life, and
a healthy regulatory environment to attract emerging industries. (PROJECT | R&D |
phase 1)
40.j Assist in the development of a film and creative industries program to market Hawaiʻi
Island sites and coordinate activities. (PROGRAM | R&D | phase 1 ongoing)
40.k Partner with government (e.g., State Department of Transportation and State
Department of Business, Economic Development, and Tourism), private and nonprofit
agencies, and other stakeholders to monitor export capacity for Hawaiʻi Island.
(INTERAGENCY COORDINATION | R&D | phase 2)
40.l Partner with government, private and nonprofit agencies (e.g., business associations,
realtors, chambers of commerce, etc.) to streamline regulatory processes and create
incentives for urban renewal, rehabilitation, and/or redevelopment programs in
collaboration with communities, businesses, and government agencies. (PROGRAM | PD,
R&D | phase 1)
40.m Program regular collaboration with the University of Hawaiʻi at Hilo, Hawaiʻi Community
College, and the Natural Energy Laboratory at Hawaiʻi Authority, and other agencies to
expand the research and development industry for sustainable and equitable economic
development. (INTERAGENCY COORDINATION | R&D | phase 1)
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Section 8:
Agriculture and
Food Systems Organization
Introduction
Goal
Objectives
Policies
Actions
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Introduction
As the General Plan envisions a prosperous
future for Hawaiʻi Island, the economic
section sheds light on the pivotal role of
agriculture and our local food system.
Agriculture holds a special place in Hawaiʻi’s
history and continues to represent a vital
economic sector of Hawaiʻi Island. The
agriculture sector encompasses the growing
of crops, raising livestock, aquaculture, and
forestry. A sustainable local food system is
fueled by strong investments in the
agricultural sector and ongoing partnerships
among farmers and producers, retailers,
communities, government, and non-
government organizations. This section is
centered on supporting the regenerative
agricultural sector to sustain local food
systems that enhance the environmental,
economic, and social health of the island.
Over the years, several key trends have
emerged in our agricultural landscape,
reflecting the evolving needs of the local
economy. First, there is a growing emphasis
on sustainable and regenerative practices.
Farmers and food producers recognize the
importance and necessity of preserving the
island’s delicate ecosystems while
maintaining productivity. Furthermore,
Hawaiʻi Island has witnessed a resurgence of
small-scale farming and diversified
agricultural enterprises. As consumers
increasingly prioritize local, organic, and
culturally significant food options, a network
of farmers’ markets, farm-to-table initiatives,
and community-supported agriculture
programs has flourished. This trend promotes
food sovereignty, strengthens local supply
chains, and fosters a connection between
producers and consumers.
In recent years, the island’s food systems
have also experienced a renaissance driven
by agricultural tourism and the burgeoning
farm-to-fork movement. Visitors and
residents alike seek immersive experiences
that celebrate the island’s rich agricultural
heritage. From farm tours and agritourism
ventures to farm-to-table restaurants and
food festivals, Hawaiʻi Island’s food systems
have attracted those seeking authentic and
sustainable experiences.
As the General Plan charts the economic
course for the future, it recognizes the
immense potential of agriculture and food
systems on Hawaiʻi Island. The Plan seeks to
bolster and diversify agricultural enterprises,
encourage innovation and technology
adoption, support value-added processing,
and promote market access for local
producers. By fostering collaboration among
stakeholders, investing in infrastructure, and
embracing regenerative practices, the Plan
envisions a vibrant agricultural sector that
sustains livelihoods, strengthens the local
economy, and preserves the unique heritage
of the island.
Local Production and
Consumption
Since 2015, agriculture on the island has
encountered numerous challenges, including
flooding and losses from the eruption of
Kīlauea and Hurricane Lane in 2018, and more
recently, the discovery of coffee leaf rust in
October 2020. These incidents, along with
ongoing issues impacting pastures and
cropland, such as invasive pests, all
contribute to the hardships experienced by
ranchers and farmers. Despite such trials,
Hawaiʻi Island continues to be the State’s
primary producer for a variety of important
crops, including coffee,
flowers/foliage/landscape, macadamia nuts,
papaya, and tropical fruit. These commodities
and others have growth potential. There are
new high-value crops that have the potential
to be successfully cultivated. One such high-
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value crop is Kava (Awa), a medicinal plant
that has the potential to be a viable cash crop.
Locally, small growers as well as a few large
growers are producing Kava. Vanilla beans,
cacao, nutraceuticals, hardwood forestry
products, and medicinal plants are other
types of high-value crops that hold much
promise for growth.
Hawaiʻi Island holds most of the State’s
acreage in commercial forestry (20,921
acres) and pasture (552,091).
Summary of Hawaiʻi Island Agricultural Footprint and changes between
2015 and 2020. https://hdoa.hawaii.gov/salubreports/
Hawaiʻi Island Agricultural Footprint in 2020.
Important Agricultural Lands
On Hawaiʻi Island, there are 56,772 acres
designated as Important Agricultural Lands
(IAL) by the State Land Use Commission. Of
these, about 96% (54,555 acres) were in
active agriculture in 2020. Pasture comprises
over 90% of these lands (49,812 acres) and
commercial forestry (4,743 acres) the
remainder. Within the IAL designation zone,
there are no cropped fields of any type.
To distinguish Hawaiʻi Island’s important
agricultural lands from the State IAL
designation, the General Plan Land Use Map’s
Agriculture land use designations include
Productive Agriculture and Extensive
Agriculture.
Agricultural Parks
On Hawaiʻi Island, there are four active
agricultural parks (Hāmākua, Keāhole, Pāhoa,
and Panaʻewa) equaling 1,571 leased acres as
of 2020. Of these leased acres of land, more
than half (887 acres) were mapped as being
in active cultivation in 2020. Of these, 44
percent (390 acres) were in
flowers/foliage/landscape, 40 percent (355
acres) in pasture, and the remainder
dispersed across other crop types.
Food Insecurity
In general, food insecure households are
uncertain about having, or unable to acquire
enough food to meet household needs, largely
due to not having enough money for food.
Food insecurity is complex and multifaceted
and often exists on a spectrum, varying in
severity from anxiety about having adequate
food in a household to disrupted eating
patterns and reduced intake of food.
According to a 2020 study conducted by the
University of Hawaiʻi Office of Public Health
Studies, Hawaiʻi County had the highest food
insecurity at 31 percent. The overall State
food insecurity was estimated to be 22
percent.
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Agriculture and Food Systems Goal
Objective 41
Increase access to land for active food production.
Policies
41.1 Support urban agriculture uses including on-site home occupation sales.
41.2 Support innovative agriculture demonstration projects.
41.3 Assist in the expansion of the agricultural industry through the efficient use of productive
agricultural lands, capital improvements, and continued cooperation with appropriate
State and Federal agencies.
41.4 Assist in the promotion of Hawaiʻi Island branding for local produce and agriculture
products.
41.5 Collaborate across County departments to engage in food systems planning, including
the elimination of food deserts.
41.6 Assist in cooperative marketing and distribution endeavors to expand opportunities for
local agricultural products for the local market as well as for exports.
41.7 Explore opportunities and methods to utilize local materials and byproducts from
agriculture, agroforestry, silviculture, and aquaculture.
41.8 Support the research and development of the agriculture technology industry in
collaboration with agriculture applications to optimize production.
41.9 Support regenerative agricultural practices and restoration of traditional knowledge and
practices that offer multiple benefits, such as by improving agriculture and food system
waste management that can reduce County greenhouse gas (GHG) emissions.
41.10 Support the development of private, County, and State agricultural parks to make land
available and distributed equitably and proximate to infrastructure and housing.
41.11 Partner with government, private and nonprofit agencies, and other stakeholders for
programs, training, and building community capacity in the promotion of the agricultural
industry.
41.12 Increase public-private partnerships to develop and support community-based food
systems.
41.13 Support the development of farm labor housing.
Agriculture is a robust, diversified sector that achieves food security and
includes a broad range of agricultural-based businesses that highlight
value.
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Priority Actions
41.a Advocate the State legislature to amend Hawai‘i Revised Statutes to include green
waste, composting, and fertilizer yards (utilizing only manure and soil) for commercial
use as permitted uses on agriculturally zoned land. (INTERAGENCY COORDINATION |
PD | phase 1)
41.b Advocate DOH to streamline composting permitting process. (INTERAGENCY
COORDINATION)
41.c Support the use of USDA Natural Resources Conservation Service assistance. (PROGRAM
| R&D | phase 1)
41.d Advocate for the State to incentivize local food production through expanded tax credits.
(INTERAGENCY COORDINATION | R&D | phase 1)
41.e Support training and capacity building related to the requirements of the Food Safety
Modernization Act. (PROGRAM | R&D | phase 1)
41.f Invest in a crop suitability tool, including existing and projected water demand.
(PROJECT | R&D | phase 3)
41.g Develop a food self-sufficiency strategy including community-based food system
assessments and monitoring local food production and consumption. (PROJECT | R&D |
phase 1)
41.h Develop and implement an emergency food plan which could be deployed in the event
of a natural or economic disaster. (PROJECT | PD - recovery | phase 1)
41.i Partner with government, private and nonprofit agencies, and other stakeholders for
carrying capacity studies of fisheries and the establishment of State community-based
subsistence fishing areas. (INTERAGENCY COORDINATION | R&D | phase 1 ongoing)
41.j Coordinate with the University of Hawai‘i at Mānoa College of Tropical Agriculture and
Human Resources to expand the farm food safety education program. (INTERAGENCY
COORDINATION | R&D | phase 1)
41.k Support State Department of Agriculture programs to prevent harmful invasive species
from becoming established and impacting commercial agriculture. (INTERAGENCY
COORDINATION | R&D | phase 1 ongoing)
41.l Support State Department of Education Farm to School programs and other programs
designed to provide locally produced food to schools. (INTERAGENCY COORDINATION |
R&D | phase 1 ongoing)
41.m Adopt procedures to allow for the development of community gardens and edible
landscaping on public lands, maybe through similar agreements like Friends of the Park
agreements. (PROJECT | PD, Parks | phase 1)
41.n Provide services and frameworks to support the formation of new commodity groups and
other organizations such as farmer cooperatives. (PROJECT | R&D | phase 2)
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41.o Amend Hawaiʻi County Code, Section 15-72 to expand the designated list of parks
authorized to allow farmers’ market permits to include parks in rural areas that lack
appropriate commercial-zoned lands for farmers' markets. (CODE AMENDMENT | PD,
Parks | phase 1)
41.p Support and advocate for streamlined leases for agricultural parks.
41.q Update the County of Hawai‘i’s tax reduction programs to ensure that tax incentives for
agricultural land use result in actual public benefits and promote local agricultural
production where possible. (CODE AMENDMENT | PD | phase 1)
41.r Create a real property tax exemption (perhaps 4 to 6 years) for farmers entitled to
Federal crop loss insurance. (CODE AMENDMENT | PD | phase 1)
Objective 42
Increase interagency coordination, programs, and policy initiatives that
improve local agriculture infrastructure.
Policies
42.1 Support the creation of water cooperatives supported with financial sources, such as
CFDs. Cooperative users should be responsible for the development, maintenance, and
repair of agricultural non-potable water systems.
42.2 Where the County has replaced surface water sources with groundwater sources to meet
Safe Drinking Water standards, the County should consider repurposing the surface
water sources for agricultural use where the allocation is supportive of the ecosystem.
42.3 Advocate for more flexible and innovative wastewater systems to serve agriculture
facilities.
42.4 Support the adaptive reuse or rehabilitation of existing infrastructure or buildings for
agricultural processing, including but not limited to the development of commercial
kitchens, processing, storage, or distribution facilities.
42.5 Promote the development of a locally grown building material industry through
streamlined permitting or building code flexibility.
42.6 Support research and development that promotes local produce while removing
interstate marketing restrictions.
42.7 Encourage the use and optimization of the export capacity of airports and harbors for
local goods.
42.8 Support research and development of viable biofuel projects that will supply renewable
transportation fuels or power for Hawai‘i Island in ways that are community-supported,
sustainable, ecologically sound, and complementary to food production.
42.9 Support the continued operation of the USDA’s Daniel K. Inouye U.S. Pacific Basin
Agricultural Research Center facility.
42.10 Support the development of processing and manufacturing facilities.
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Priority Actions
42.a Map existing and proposed agricultural infrastructure and facilities. (PROJECT | PD , R&D
| phase 3)
42.b Expand programs and options to allow for agricultural irrigation water. (PROGRAM |
DWS? | phase 1)
42.c Develop criteria to determine appropriate places for agricultural parks, including the
availability of potable water. (PROJECT | PD | phase 2)
42.d Account for verified agricultural water usage in the water use development plan.
(PROJECT | DWS | phase ?)
42.e Support the expansion of State agricultural water systems State DHHL, DOA, and ACD:
expand agricultural water systems in productive agricultural areas. (INTERAGENCY
COORDINATION | PD? | phase 1)
42.f Investigate restoration of the ditch systems to meet anticipated future agricultural
needs. (PROJECT | R&D | phase 2)
42.g Amend bulk regulations including building materials for agricultural facilities and
infrastructure. (CODE AMENDMENT | PD | phase 1)
42.h Partner with government, private and nonprofit agencies, and other stakeholders to
study the feasibility of building code amendments and structural integrity testing for
locally produced building materials, prioritizing non-native plant species. (INTERAGENCY
COORDINATION | R&D, UH, and County Building Division)
42.i Evaluate grubbing and grading ordinances as they pertain to agriculture including the
creation of exemption categories for water storage and aquaculture. (CODE AMENDMENT
| PD | phase 1)
42.j Seek State legislation or rulemaking to allow local agricultural producers to make direct
sales to consumers at County-designated farmers’ markets at a lower GE tax rate.
(INTERAGENCY COORDINATION | R&D | phase 2)
42.k Evaluate code and statutory amendments to allow farmworker housing to be developed
without requiring the housing be sited on the same parcel (TMK) of the working subject
farm. (CODE AMENDMENT | PD | phase 1)
42.l Amend the sign code to remove barriers to allow for off-site directional signage to
promote local farms engaged in direct sales and other permitted visitor-related
businesses, while minimizing scenic impacts. (CODE AMENDMENT | PD | phase 1)
42.m Amend Hawai‘i County Code to include provisions for suitable agricultural infrastructure
projects financed by County bonds and liens on real property of participating agricultural
stakeholders, whether such assessments on TMKs involve contiguous parcels of lands
encumbered under an “Agricultural Improvement District”. (CODE AMENDMENT | PD |
phase 1)
42.n Incentivize and streamline the process to develop farmworker housing on and off-site.
(CODE AMENDMENT | PD | phase 1)
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Section 9:
Visitor Industry Organization
Introduction
Goal
Objectives
Policies
Actions
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Introduction
As the primary driver of Hawaiʻi Island’s
economy, the visitor industry has played a
pivotal role in economic development,
providing employment opportunities,
generating revenue, and supporting local
businesses. The growth and evolution of the
industry has presented both opportunities and
challenges for Hawaiʻi Island, necessitating a
shift towards regenerative tourism as part of
the island’s vision. To uplift this vision, the
General Plan’s outlook on tourism emphasizes
a collective future that puts the health of
Hawaiʻi Island and its people first. A high
quality of life for residents is prioritized in
addition to a focus on social benefits that will
support a meaningful, reciprocal experience
for residents and visitors. As the
comprehensive economic element of this
Plan, the following policies and actions within
the visitor industry section are primarily
concerned with preserving the unique
qualities of Hawaiʻi Island while minimizing
the visitor industry footprint. Other elements
of the General Plan provide further policy
direction around land use, infrastructure, and
biocultural resource stewardship as they
relate to visitor industry impacts.
Regenerative tourism goes beyond the notion
of mere sustainability by seeking to restore,
enhance, and revitalize the island's
ecosystems, communities, and cultural
heritage. It strives to create a positive impact
by preserving natural resources, supporting
local economies, fostering cultural exchange,
and promoting environmental stewardship.
By adopting regenerative practices, our island
can not only mitigate the negative effects of
tourism but also ensure the long-term
wellbeing and resilience of its communities
and ecosystems.
The Hawaiʻi Tourism Authority (HTA) has
established the following four interacting
pillars to strategically manage tourism in a
sustainable manner consistent with economic
goals, cultural values, preservation of natural
resources, community desires, and visitor
industry needs. The General Plan recognizes
the value of these pillars in guiding a balanced
relationship between our ʻāina, communities,
and visitors.
Natural Resources Respect for natural and cultural resources.
Hawaiian Culture Support Native Hawaiian
culture and the multicultural
heritage of communities.
Community Ensure that tourism and
communities enrich each
other.
Identity (Brand) Marketing Strengthen the visitor industry’s contributions.
Wahi Pana
The HTA’s Hawaiʻi Island Destination
Management Action Plan (DMAP) 2021-2023
highlighted several places that attract visitor
activity. Wahi pana are celebrated and storied
places in the cultural traditions of Hawaiʻi,
including heiau, royal birthing sites,
legendary sites, and places of significance for
the people who live there. These sacred
places have mana, or spiritual power, and are
treated with honor and reverence. Many of
these wahi pana are popular due to their
unique natural features that exemplify what
makes Hawai‘i Island special. These qualities
and the attention they receive also call for
increased maintenance and protection. The
following places were carried forward from
the Hawaiʻi Island Tourism Strategic Plan as
well as community engagement efforts by the
HTA.
Waipiʻo Valley
Kaʻū – Papakolea/Green Sands Beach
South Kona – Hoʻokena, Miloliʻi
Kahaluʻu
Kumukahi
Keaukaha
Maunakea
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Punaluʻu
Aliʻi Drive
Pololū Valley
Māhukona
Kalae (South Point)
Kailua Pier
Kealakekua Bay State Historical Park
Hoʻokena Beach
Laʻaloa Beach (Magic Sands Beach)
ʻAkaka Falls State Park
Keauhou Bay
Banyan Drive
Hawaiʻi Volcanoes National Park
Hōnaunau Bay, Captain Cook Monument
Wailuku River State Park
Hāpuna Beach State Recreation Area
Kiholo State Park Reserve
In 2022, over 1.6 million people visited
Hawaiʻi Island, with an average daily census
of approximately 37,940 visitors per day.
Research shows that many visitors are drawn
to the island’s famous landmarks and natural
beauty.
Month Average Daily Census
January 37,823
February 38,781
March 37,725
April 37,356
May 34,054
June 41,669
July 43,203
August 36,092
September 33,142
October 36,688
November 35,491
December 43,204
Source: Hawaiʻi Tourism Authority
Trends in Visitor Unit
Inventory
The State of Hawaiʻi Visitor Plant Inventory
reported a total of 81,102 visitor units in
2022, a slight increase of 0.7 percent
compared to 2021. Of the state’s total visitor
units, 13 percent were located on Hawaiʻi
Island.15 The overall visitor unit count on
Hawaiʻi Island was 10,545 units, a slight
decrease compared to the previous year.
Hotels continued to comprise the majority of
the island’s inventory, with 5,609 units.
Short-term vacation rentals (STVR) have
become a popular accommodation option for
visitors. In 2018, the County Council adopted
Bill 108 to regulate STVRs on Hawaiʻi Island.
As part of the 2022 Visitor Plant Inventory,
the County had reported a significant increase
in the number of STVR applications planned
additions and new developments across the
island.
Hawaiʻi Island – Inventory by Unit Type
Source: 2022 Visitor Plant Inventory
15 2022 Visitor Plant Inventory DBEDT
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Visitor Industry Goal
Objective 43
Support the visitor industry investment in the connection with
communities, the ʻāina, and our historic and multicultural heritage.
Policies
43.1 Continue to monitor and adopt trends and standards for regenerative tourism.
43.2 County departments should integrate economic development, equity, and sustainability
outcomes into their annual goals and reports to the Mayor.
43.3 Identify partnerships and resources with the visitor industry to ensure balance with the
social, physical, and economic goals of the County.
43.4 Prioritize the maintenance of County properties and establish appropriate protocols for
protection of wahi pana.
43.5 Ensure and expand equitable access to interpretive information about our wahi pana.
43.6 Support the coordination, collaboration, and improvement in public transportation services
as well as eco-friendly options.
43.7 Support the coordination, collaboration, and improvement of public accessibility to natural
resources with State agencies and private landowners.
43.8 Support partnerships to evaluate visitor industry impacts, develop mitigation strategies, and
incorporate educational programs on native Hawaiian and community-based pono practices.
Priority Actions
43.a Identify and invest in opportunities to partner and influence the visitor industry to encourage
malama ʻāina activities. (PROGRAM)
43.b Identify and recommend opportunities for installing or improving informational signage to
educate about and protect significant sites. (PROGRAM | PD , R&D | phase 2)
43.c Maintain and update the Tourism Strategic Plan through collaboration between community
and industry leaders. (PROJECT | R&D | phase 2?)
43.d Implement interpretive programs and stewardship at wahi pana. (PROGRAM)
A high quality of life for residents is maintained when a regenerative
visitor industry balances the preservation of natural and cultural
resources with responsible visitation.
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Objective 44
Increase authentic Hawaiʻi Island visitor experiences.
Policies
44.1 Integrate ‘āina based and place-based values into Hawai‘i Island’s identity.
44.2 Strengthen the accessibility of creative industries and Hawaiʻi Island-made products such
as fashion, food, and the arts to the visitor industry.
44.3 Sustain a visitor industry that promotes small business development.
44.4 Encourage eco-tourism and agricultural tourism as regional opportunities.
44.5 The visitor industry shall promote a high quality of life for residents.
44.6 Collaboratively create initiatives and improve existing efforts to provide social benefits
through transportation, community assets, and housing.
44.7 Support the promotion and development of community-based programs, festivals, and
events that celebrate our communities.
44.8 Maintain efforts to continue dialogue among stakeholders and tie ‘āina-based and place-
based values to Hawai‘i Island’s brand.
Priority Actions
44.a Streamline processes for community-based programs, festivals, and events. (PROJECT)
44.b Support efforts to revise Hawaiʻi Revised Statutes, Section 226-8 “Hawaiʻi State Planning
Act Objectives and Policies for the Economy - Visitor Industry” to incorporate a regenerative
tourism framework. (PROJECT)
44.c Maintain the tracking of resident sentiment towards the visitor industry. (PROJECT | R&D | phase 1)
44.d Continue to seek funds from the State Capital Improvement Program to support facilities
including restrooms, parking, and improvements to roads. (INTERAGENCY COORDINATION
| PD, R&D | phase 1 ongoing)
44.e Provide technical support for local businesses to promote or further develop their local
products, services, and activities in the visitor industry. (PROGRAM | R&D | phase 2)
44.f Identify and reduce barriers that prevent visitor industry companies from buying local
Hawai‘i Island products. (PROJECT | R&D | phase 1)
44.g Explore the feasibility of creating a multi-use facility to accommodate athletic-exhibition-
conference activities. (PROJECT | Interagency | phase 2)
44.h Partner with government, private and nonprofit agencies, and other stakeholders to develop and
support place-based educational programs and workforce training. (PROGRAM | R&D | phase 1)
44.i Support programs that conduct outreach to students in the fields of Science, Technology,
Engineering, Arts, and Mathematics (STEAM) and Indigenous Data Science and connect
them to living wage careers in the visitor industry. (PROGRAM | R&D | phase 1)
44.j Develop a toolkit and incentives for businesses to promote regenerative tourism and the
Pono Pledge. (PROGRAM | R&D | phase 3)
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COLLABORATIVE
BIOCULTURAL
STEWARDSHIP
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Introduction
Collaborative biocultural stewardship is an
approach to sustainable development that
emphasizes collaboration and partnership
building among stakeholders and refers to the
integration of cultural and natural resource
management strategies to promote
conservation, sustainability, and resilience.
Biocultural stewardship serves as a
framework for sustainable development that
balances economic, social, and environmental
goals. By integrating cultural and natural
resource management, the General Plan can
promote equitable access to resources and
help to ensure the long-term viability of
natural systems. The plan can also facilitate
community engagement and partnership
building, fostering collaborative decision-
making and collective action. Ultimately, this
approach can promote a more holistic,
inclusive, and adaptive approach to land use
planning and management that reflects local
values, knowledge, and aspirations.
This element seeks to foster a sense of place,
identity, and connection to the natural
environment and recognizes that the
management of natural and cultural
resources requires the participation of diverse
actors, including communities, governments,
non-governmental organizations, and private
sector entities. By promoting collaborative
decision-making and collective action, we can
enhance the effectiveness, equity, and
legitimacy of conservation and development
policies. By promoting community-based
conservation and restoration strategies, we
can enhance ecological integrity, promote
biodiversity, and safeguard cultural heritage
and scenic landscapes. The biocultural
approach also acknowledges the role of
cultural diversity in shaping environmental
perceptions, attitudes, and behaviors. It
recognizes that cultural practices arising from
traditional ecological knowledge are integral
to maintaining ecosystem services and
biological diversity.
Collaborative biocultural stewardship goals,
policies and actions seek to foster
partnerships that are based on mutual
respect, trust, and shared values. By
engaging stakeholders in a participatory and
inclusive process, the plan can incorporate
diverse perspectives and knowledge systems
into conservation and development
strategies. The collaborative approach also
acknowledges the need for adaptive
management and continuous learning,
recognizing that environmental and social
systems are complex and dynamic.
Following such practices can promote the co-
creation of knowledge, the sharing of
resources, and the empowerment of
communities. By leveraging the strengths and
resources of different stakeholders, we can
enhance the capacity of communities to
manage natural and cultural resources
sustainably. We can also facilitate the creation
of new networks and alliances, promoting
social cohesion and resilience. Ultimately, the
collaborative biocultural stewardship approach
can foster a more integrated, inclusive, and
equitable approach to conservation and
development that reflects the aspirations and
needs of local communities.
According to the Hawaiʻi County Charter, Section
13-29, “For the benefit of present and future generations,
the State and its political subdivisions shall conserve and
protect Hawai‘i’s natural beauty and all natural
resources, including land, water, air, minerals and
energy sources, and shall promote the development and
utilization of these resources in a manner consistent with
their conservation and in furtherance of the self-
sufficiency of the State. All public natural resources are
held in trust by the State for the benefit of the people.”
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Table 43: Environmental Challenges
Native Habitat • Hawaii has been known as the extinction capital of the world.
• Climate change and sea level rise pose threats to habitat migration and adaptation of
native environments’ flora and fauna.
• Invasive and alien species continue to pose a threat to economic, environmental, and human health.
• Carrying capacity of our resources is not comprehensively modelled and monitored.
• The County of Hawaiʻi does not have specific regulations for wetlands, riparian ecosystems,
or other valuable habitats.
• Longer and/or more severe droughts are associated with an increase in the likelihood of
wildfires.
Watersheds • Island freshwater sources have already experienced saltwater contamination due to rising
sea levels and this is expected to continue, significantly impacting food and water security.
• The waters surrounding Hawaii Island are affected by increasing waste products such as marine debris, plastic pollution from land and ocean sources as well as effluents, pollutants and toxins generated and released from land-based sources such as cesspools and septic
systems.
• There is a lack of water quality monitoring on the island.
• Green infrastructure planning at landscape and stormwater scales has not been
institutionalized.
• Watershed protection and management is reliant upon collaboration across all levels of
government and must also include communities.
Stewardship • The County has State-size kuleana when it comes to natural resources that are located or pass through their jurisdictional boundaries.
• Along with State size responsibility for protection of public trust natural and cultural
resources and a limited budget to do so, Hawaii County has continent-scale variation of its
unique natural biomes and ecosystems.
• Current regulatory framework cuts across ahupuaʻa system – State at top, County at
bottom.
• No centralized County Department is responsible for collaboration and protection of
environmental quality.
Cultural Assets • The County’s role and involvement in cultural resources can be difficult to discern.
• Miscommunication between different stakeholder groups can lead to conflict over
community values.
• Restoration and reformation are not clear, and remediation is complex.
• Current regulatory framework cuts across the ahupuaʻa system with the State at the top
and County at the bottom
• There are differences of specific design limitations – design through, around, above
• Scale – communities, community size, defined limits
• Differences in worldview, knowing how this came to be, community values can be
threatened or supported through socialization (rights, rights of entry)
• Incentives for restoration, conservation are limited
• Some cultural sites have been impacted in ways that have permanently altered their
significance or evolved to include/prioritize another cultures or context’s values.
Scenic Character • The county has not developed a scenic resources protection program, including view impact
procedures, criteria, and standards.
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Table 44: Environmental Opportunities
Native Habitat • Hawai’i County can collaborate with State Office of Planning and Sustainable Development
to access the HRS 343 database to develop models for monitoring carrying capacity of
natural resources.
• Conservation work in Hawaiʻi can continue to evolve from species-specific conservation to
focusing on ecosystems and large functional landscapes across multiple land ownership boundaries to protect Hawaiʻi’s spectacular diversity of life.
• Keeping the forest healthy and native-dominated offers huge savings in biocultural and
water resources that might otherwise be lost to climate change and invasion by non-native
invasive species.
• Conservation lands, typically valued lowest among all land categories, actually hold huge
value in the water resources they represent.
• Incentivizing and developing regenerative land uses such as agroforestry can provide
sustainable opportunities to Hawaiian ecosystems, flora, fauna and its people.
• Hawaiʻi can become a State-wide adaptation and resiliency leader, focusing on its unique
strengths and diversity to evolve with changing realities.
• Urban forestry can be prioritized or incentivized in County Code.
Watersheds • There watershed partnerships have been established to protect our watersheds.
• Deepen the integration of Hawaiian biocultural resource management and traditional
ecological knowledge across County government.
• Practice an integrated approach to ecosystem-based collaborative management that
considers the entire ecosystem.
Stewardship • Interagency collaboration
• County government can take a more proactive role in exercising its protective public trust
role for natural and cultural resources.
• There is increased involvement in existing partnerships.
• Collaborating to complete additional EPA approved Watershed plans on the island can
increase eligibility for conservation funding into the future.
Cultural Assets • Hawaiʻi County’s Cultural Resources Commission can support the identification, preservation, protection, restoration, and rehabilitation of historic properties, artifacts, and
sites.
• Community Development Plans can uplift community values and heritage character.
Scenic Character • The County has a strong policy foundation for scenic resources.
• The County recently completed a scenic resources inventory and mapping project.
• Our communities have a strong connection of place.
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Environmental Goal
Objective 45
Increase the biodiversity and resilience of native habitats.
Policies
45.1 Minimize and mitigate significant impacts, such as degradation, incompatible uses, or
other threats, to native Hawaiian habitats and public trust resources.
45.2 Strive to improve the health of our island’s forests, watersheds, nearshore
environments, and coral reefs.
45.3 Encourage the preservation and restoration of natural landscape features, such as coral
reefs, beaches and dunes, forests, streams, floodplains, and wetlands, or aquifer
recharge areas that have the inherent capacity to avoid, minimize, or mitigate the
impacts of climate change.
45.4 Maintain the shoreline for recreational, cultural, educational, and/or scientific uses in a
manner that is protective and respectful of resources and is of the maximum benefit to
the general public.
45.5 Increase collaborative efforts to improve coordination to conserve and manage wetlands,
streams, and watersheds.
45.6 Encourage the preservation of native vegetation during development activities.
45.7 Improve the use of native or non-native plants of cultural or environmental importance.
45.8 Prioritize native landscaping for all (CoH) public projects.
45.9 Limit the establishment of invasive or alien species.
45.10 Maintain a continuing program to identify and protect exceptional trees, groves or stands
of tree.
45.11 Encourage and incentivize green belts, tree plantings, and landscape plans and designs
in urban areas.
45.12 Increase collaborative efforts to create and maintain community forests, food forests
and other ‘agroforestry’.
45.13 Pursue the acquisition of lands for the protection of natural resources.
45.14 Partner with government, private and nonprofit agencies, and other stakeholders to:
Our natural and cultural resources are thriving and sustainably managed,
preserved, and restored to maintain our unique and diverse environment.
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a) Implement the Hawai‘i State Wildlife Action Plan (SWAP)
b) Better understand and model carrying capacities of the island’s habitats and
resources
c) Improve the inventory of forested lands and associated ecosystem services
d) Encourage the continued identification and inclusion of unique wildlife habitat areas
of native Hawaiian habitat within the Natural Area Reserve System
e) Anticipate future habitat migration, especially wetlands and coastal ecosystems
f) Prioritize quantitative wetland assessment to identify wetlands
g) Expand native/endemic forest cover
h) Improve enforcement for illegal activities that harm or degrade endemic habitats
45.15 Discretionary permit applications shall inventory the following and include appropriate
mitigation measures of any impacts on the subject property:
a) Groundwater recharge areas above 3,000 feet elevation
b) Intact native habitats
c) Critical habitat areas as identified by federal or state agencies
d) Exceptional trees
e) Historic, archaeological, or cultural sites or properties
45.16 Any development shall be designed to not adversely impact the following resource
asset(s):
a) Rivers, streams, springs, and other naturally flowing surface water bodies
b) Anchialine pools and estuaries
c) Shoreline setback areas, beaches, and dunes
45.17 Maintain shoreline setbacks to:
a) Protect natural shoreline vegetation;
b) Protect marine turtle nesting beaches/areas;
c) Protect water quality;
d) Protect structures from the effects of long-term sea level rise;
e) Protect beaches and shorelines from erosion; and
f) Allow redevelopment of existing waterfront commercial structures consistent with the
existing community character and preserve overwater views.
45.18 Landscaping and irrigation shall be designed to maximize water use efficiency and native
plants.
Priority Actions
45.a Seek partnership opportunities to support wetland identification and assessments.
PROJECT
45.b Codify tree survey requirements as part of site planning. CODE AMENDMENT
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45.c Establish clearing limits within the Code and increase tree removal mitigation
requirements. Limit clearing of native vegetation during development. CODE
AMENDMENT
45.d Revise floodplain management requirements to require consideration of nature-based
solutions as alternatives for all projects that have the potential to affect floodplains or
wetlands. PROJECT
45.e Develop priorities for management of fire prone invasive species. PROJECT
45.f Amend the Code to include an appropriate list of invasive species to be removed during
development activities. CODE AMENDMENT
45.g Support programs designed to avoid the introduction and establishment of invasive
species and the control and eradication of invasive species; particularly those that serve
as disease vectors. PROGRAM
45.h Partner with the State Land Use Commission to establish a conservation buffer to
accommodate shifting native habitats impacted by climate change, particularly wetlands
and high-elevation forests. INTERAGENCY COORDINATION
45.i Develop buffer policies to protect native forests, wildlife, and habitat. PROJECT
45.j Create incentives for landowners to retain and re-establish forest cover in upland
watershed areas with emphasis on native forest species. PROGRAM
45.k Identify partners and support a public awareness and education campaign to elevate
recognition of the value of urban trees as essential infrastructure. PROJECT
45.l Amend the landscape standards (PD Rule 17) to require use of native plants for screening
or landscaping. CODE AMENDMENT
45.m Amend the Code to incentivize the establishment of threatened and endangered endemic
plants species within their habitable ranges during development approvals. CODE
AMENDMENT
45.n Amend the Code to require site clustering of development in order to avoid critical
environmental areas and assets. CODE AMENDMENT
45.o Develop and establish Open Space Network Overlay for natural landscape features, such
as beaches and dunes, forests, streams, floodplains, wetlands, or recharge areas that
have the inherent capacity to avoid, minimize, or mitigate the impacts of climate change.
PROJECT
45.p Study, develop and establish a Biosphere Reserve Buffer Zones, either separately or as
an overlay district, to guide development within native forest through regulatory
measures and economic incentives. PROJECT
45.q Maintain a program for acquiring and/or restoring wetlands and anchialine pools.
PROGRAM
45.r Develop comprehensive programs, policies, and provide resources for enhancing urban
forestry canopy cover. PROGRAM
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45.s Improve urban and community forest management, maintenance, and arboricultural
practices. PROGRAM
45.t Increase funding and grants for urban and community forestry. PROGRAM
45.u Support programs to prevent harmful invasive species from becoming established.
PROGRAM
45.v Partner with government, private and nonprofit agencies, and other stakeholders to
develop a program for identification and protection of plant species of special status,
including plants significant for cultural practitioners. PROGRAM
45.w Support seedbanks of native and endemic plant species, especially species that are
threatened or endangered. PROJECT
45.x Partner with community groups to apply for funding to restore native habitat including
marine, wetland, shoreline, and native upland systems on County-owned or managed
lands. PROJECT
45.y Prioritize removal of invasive species during maintenance of County owned or maintained
properties. PROJECT
45.z Assess and prioritize County-owned areas for restoration in collaboration with
government, private and nonprofit agencies, and other stakeholders. PROJECT
45.aa Review and update the exceptional tree code and inventory to remove invasive species
and support the protection of native habitats. CODE AMENDMENT
Objective 46
Preserve the health of the watersheds by improving water quality and reducing
runoff.
Policies
46.1 Engage in comprehensive watershed planning to protect all watersheds and identify
priority watershed areas to develop or complete watershed management plans and
projects.
46.2 Address water best management practices and implement plans for non-point source
discharges, such as irrigation flows, agricultural or urban runoff.
46.3 Within mauka areas of high rainfall/fog-drip belt, ground disturbing activities such as
excessive soil compaction and excessive removal of vegetative cover should be
minimized and mitigated consistent with management strategies that encourage the
retention of existing forested and pasture areas, reforestation, minimal coverage by
impervious surfaces and other strategies that encourage effective infiltration to
groundwater.
46.4 Strengthen best management practices for wildfire management (erosion reduction,
sediment control, fire management, storm water management, and natural riparian
buffers along perennial and intermittent streams).
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46.5 Maintain participation in the development and implementation of the Ocean Resources
Management Plan (ORMP), marine zoning plan(s), Marine Managed Areas (MMA’s) or
other appropriate tool(s).
46.6 Partner with government, private and nonprofit agencies, and other stakeholders to:
a) Implement a comprehensive conservation plan that identifies priority watershed
areas for habitat restoration and enhancement.
b) Inventory lands considered necessary for the protection of watersheds, water sources
and water supplies.
c) Review and designate forest, river corridors, and watershed areas into the
conservation district during State land use boundary comprehensive reviews.
d) Monitor impacts to coral reefs and nearshore environments and address land-based
sources of impacts.
e) Restore wetlands and riparian corridors to decrease erosion, increase sediment
management, groundwater infiltration, nutrient/pollutant uptake, soil moisture
retention, stormwater abatement, and cultural/community connections.
f) Restore stream flows (volumes) to meet public trust purposes or where
environmental quality could be improved.
g) Develop reasonable standards to improve stream and coastal water quality
monitoring and encourage local communities to develop such projects.
h) Achieve a net increase in nearshore water quality with more AA designations, and/or
fewer impaired inland freshwater bodies and impaired marine/coastal waterbodies.
i) Prioritize water quality monitoring activities in areas of existing and potential urban
growth.
j) Document pollutant loads for Hawaiʻi Island streams and coastal waters.
Priority Actions
46.a Review and update the County grading and grubbing ordinances to ensure that they
adequately address potential erosion and runoff problems. CODE AMENDMENT
46.b Adopt appropriate measures and provide incentives to control point and nonpoint
sources of pollution. PROJECT
46.c Identify and establish appropriate riparian buffer protection areas around streams,
ponds, perennial flowing natural springs, and all springs and reservoirs serving as water
supplies. PROJECT
46.d Support research to identify and refine priority watershed areas meant to enhance
ground and surface water quantity.
46.e Identify and establish appropriate wetland protection areas and regulations to mitigate
impacts of development. PROJECT
46.f Partner with land managers to improve infrastructure and grazing management practices
for cattle to promote soil retention and mitigate fire risk. INTERAGENCY COORDINATION
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46.g Amend the Special Management Area to include wetlands, riparian and adjacent buffer
areas accordingly. PROJECT
46.h Build community capacity and agency support for
Community Conservation Areas (CCAs) as part of
stewardship-based efforts. PROGRAM
Objective 47
Increase direct community restoration and
collaborative efforts to conserve and nourish
the island’s biocultural resources.
Policies
47.1 Encourage an overall conservation ethic in the use of Hawaii's resources by protecting,
preserving, and conserving our critical and significant natural resources.
47.2 Foster recognition of the importance and value of the land, air, and water resources to
Hawaii's people, their cultures, and visitors.
47.3 Integrate progressive strategies incorporating indigenous and contemporary knowledge
and practices to maintain environmental quality at the highest standards, address a
changing climate, protect natural resources, and restore ecosystem health for the benefit
of present and future generations.
47.4 Protect the reasonable exercise of customarily and traditionally exercised rights of
Hawaiians to the extent feasible.
47.5 Promote resource management that is sustainable, responsible, and data driven.
47.6 Require the management of natural resources in a manner that fully minimizes adverse
effects on the environment and depletion of energy and natural resources.
47.7 Ensure that activities authorized or funded by the County do not irretrievably damage
natural resources.
47.8 Increase public pedestrian access opportunities to scenic places and vistas.
47.9 Increase community stewardship partnerships that focus on management
responsibilities and promote community education or shared learning.
47.10 Improve Community Planning capacity building efforts toward coordination, leadership,
effective action, connectivity, and impact.
47.11 Contribute to programs of collection and dissemination of data concerning cultural or
natural resources.
47.12 Partner with government, private and nonprofit agencies, and other stakeholders to:
a) Protect special areas, structures, and elements that are an integral and functional
part of Hawaiʻi’s ethnic and cultural heritage.
b) Identify and protect wahi pana.
c) Promote the preservation and restoration of significant natural and historic resources.
Examples of community
conservation areas include food
forests and community gardens.
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d) Aid in programmatic education concerning
historic sites.
e) Maintain the shoreline for recreational, cultural,
educational, and/or scientific uses in a manner
that is protective of resources and is of the
maximum benefit to the public.
f) Encourage the documentation and preservation of traditional ecological knowledge,
identifying best management practices for integration.
Priority Actions
47.a Contribute on a regular basis to State or Federal GIS data stores and other programs of
collection and dissemination of basic data concerning natural, historic, or cultural
resources. PROGRAM
47.b Create special (business) improvement districts to engage in environmental research,
restoration and maintenance, natural resource management, climate change or sea level
rise adaptation or other purposes to improve environmental conditions and provide
community benefit. PROJECT
Objective 48
The historical integrity, character, scenic assets, and open spaces of
our communities are protected, restored, and treated as unique assets
with significant social and economic value and managed in perpetuity.
Policies
48.1 Require both public and private developers of land to provide historical and
archaeological surveys and cultural assessments, where appropriate, prior to the
clearing or development of land when there are indications that the land under
consideration has historical significance.
48.2 Public access to significant historic sites and objects shall be acquired, where
appropriate.
48.3 Encourage the restoration of significant sites on private lands.
48.4 Signs explaining historic sites, buildings and objects shall be in keeping with the
character of the area or the cultural aspects of the feature.
48.5 Historic Preservation shall represent the full range and diversity of the multi-cultural
heritage of Hawaiʻi Island.
48.6 Maintain an inventory of significant cultural and historic sites and districts compatible
with that of the State Historic Preservation Division.
48.7 Ensure that projects requiring preservation plans are identified on subdivision maps and
plan approval site plans.
Stewardship requires input and
participation from the community regarding
daily activities, development of policies and
programs, and review of proposed projects.
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48.8 The County shall develop a comprehensive management plan for historic and cultural
resources that are on County owned properties or on properties managed by the County.
48.9 The County shall use and promote the use of interpretive signage and/or other
appropriate methods to recognize landscapes, sites, buildings, and objects of significant
historical and cultural importance.
48.10 Maintain the character of County-owned historic structures and bridges, as appropriate.
48.11 Outstanding natural or cultural features, such as scenic resources, water courses, fine
groves of trees, heiau, and historical sites and structures, shall be identified and
preserved during subdivision.
Priority Actions
48.a Seek private-public partnerships to maintain and steward the preservation of sites,
buildings, objects, and landscapes of significant cultural and historical importance.
PROJECT
48.b Maintain Certified Local Government status and maximize funding opportunities.
PROGRAM
48.c Support the identification of Heritage Landscapes, Corridors, Areas, and Centers.
PROJECT
48.d Support development of multi-cultural centers. PROJECT
48.e Support historic district surveys for our urban centers. PROJECT
48.f Partner with the State Historic Preservation Division (SHPD) to establish framework and
database for Cultural Impact Assessments. INTERAGENCY COORDINATION
48.g Partner with government, private and nonprofit agencies, and other stakeholders to
develop design guidelines for designated communities containing significant historic
buildings, sites, or landscapes. INTERAGENCY COORDINATION
48.h Assess and prioritize County-owned lands for historic site restoration in collaboration
with government, private and nonprofit agencies, and other stakeholders. PROJECT
48.i Create and maintain GIS overlay of historic districts. PROJECT
48.j Educate and encourage property owners to nominate structures and sites to the State
and National Register of Historic Places. PROGRAM
48.k Provide a real property tax incentives for historic properties, including commercial
properties. PROGRAM
48.l Support the development a multi-sector public education program regarding historic
sites that target key partners such as the hospitality industry, real estate agents, site
developers, consultants, schools, youth groups, and civic organizations. PROGRAM
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Objective 49
Protect, restore, and enhance our communities’ unique scenic character.
Policies
49.1 Consider structural setback from major thoroughfares and highways and establish
development and design guidelines to protect important view planes.
49.2 Preserve transportation corridors that have important scenic, historic, recreational,
cultural and/or natural resources that enhance the character and scenic resources of
communities.
49.3 Protect the views of areas endowed with natural beauty by carefully considering the
effects of proposed construction and compatibility during all land use reviews.
49.4 Encourage the design of developments and activities that complement the natural beauty
of the island.
49.5 Maintain a continuing program to identify and protect viewing sites on the island.
49.6 Preserve and protect significant lava tubes, caves, or other geologic features determined
to be significant by a governmental agency or plan.
Priority Actions
49.a Prioritize maintaining the views at scenic overlooks with a frequently maintained
vegetation management program which includes eradication of invasive species.
Coordinate this work with regular roadway vegetation management maintenance
program. PROGRAM
49.b Develop and establish view plane criteria, rankings, and regulations to preserve and
enhance views of scenic or prominent landscapes from specific locations, and coastal
aesthetic values. PROJECT
49.c Develop a process for reviewing and revising guidelines for designating Natural Beauty
Sites. PROJECT
49.d Establish a Scenic Resources Protection Program to identify, inventory, and protect areas
of significant beauty. The program could include recommendations from Scenic
Resources Inventory and Mapping Project (2016). PROGRAM
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Natural Beauty Sites
District of Puna
Site Tax Map Key Ahupuaa or Region
Viewplane from Pahoa-Kalapana
Highway looking makai
1-2-04, 06, 07, 09
Kehena Black Sand Beach 1-2-09:21 Kehena
Viewpoint-Shoreline 1-2-09:22 Kekeekee
1955 Lava Flow (Iilewa Cone) 1-2-10:1 Kamaili
Ironwood Groves along Kapoho-Kalapana Road 1-3-03:5;
1-3-07:6, 26
Kauaea; Malama-Ki
Viewpoint-Shoreline 1-3-04:71 Opihikao
MacKenzie Park 1-3-07:26 Malama-Ki
Mango Grove along Pohoiki Road 1-3-08:4, 5 Pohoiki
Keahialaka Spring & Pond 1-3-08:15 Keahialaka
Shoreline 1-3-08:15 Keahialaka
Viewpoint (Puu Kukae) 1-4-02:2 Kapoho
Kapela Bay (Black Sand Beach) 1-4-03:13 Kahuwai
Viewpoint-Shoreline (Hilo & Puna) 1-4-03:13 Kahuwai
Viewpoint & Tidal pool (Makaukiu Pt.) 1-4-03:13 Kahuwai
Ironwood Grove at Nanawale Park 1-4-03:18 Nanawale
Viewpoint-Shoreline (Honolulu Landing) 1-4-03:19 Honolulu
Mango Grove along Kapoho-Honolulu Landing Road 1-4-03, 04 Kahuwai & Halepuaa
Viewpoint-Shoreline 1-5-63:1 to 4 Waiakahuila
Cove with Stone Beach 1-6-01:25 Keaau
Royal Palms fronting Keaau Intermediate School 1-6-02 Keaau
View of Mauna Kea and Mauna Loa from Pahoa-Keaau,
Volcano-Keaau Roads, and various Puna subdivisions
Various Various
Pu'u O'o Lava Flow Region Various Various
Ahuʻailāʻau (Fissure 8) Various Various
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District of South Hilo
Site Tax Map Key Ahupuaa or Region
Banyan Drive Scenic Area 2-1-01, 03, 05 Waiakea
Liliuokalani Gardens 2-1-03:2 Waiakea
Viewpoint of Hilo Bay area with Mauna Kea in Background 2-1-03:2 Waiakea
Viewpoint of Hilo Bay with Mauna
Kea in Background
2-1-03:17 Waiakea
Coconut Isle (Mokuola) 2-1-03:19 Waiakea
Reeds Bay (Shoreline) 2-1-05:1 Waiakea
Ice Pond 2-1-06:10 Waiakea
Viewpoint-Shoreline (Leleiwi Point) 2-1-11:5 Waiakea
Lehia Park (undeveloped) 2-1-13:5 Waiakea
Viewpoint-Shoreline (Keokea Point) 2-1-14:13 Waiakea
Lihikai (Onekahakaha) Beach Park shoreline 2-1-14:13 Waiakea
Waiahole Fish Pond 2-1-15:1 Waiakea
Haleolono Fish Pond 2-1-15:42 Waiakea
Leleiwi Park shoreline 2-1-16 to 19 Waiakea
Lokoaka Pond, Akahi Pond, and
Kionakapahu Pond
2-1-16:1 Waiakea
Viewpoint-Shoreline (Waiuli Point) 2-1-19:9 Waiakea
Wailoa River Area:
• Hoakimau Fish Pond;
• Mohouli Fish Pond;
• Waiakea Fish Pond
2-2-13:3;
2-2-29:27;
2-2-31:1
Waiakea
Puu Halai 2-3-22 Ponahawai
Rainbow Falls and Area (Wailuku River Park) 2-3-27:1, 2 Piihonua
Kaimukanaka Falls and Area 2-3-27:3, 5 Piihonua
Boiling Pots and Area 2-3-29:12 Piihonua
Viewpoint on hilltop looking over Hilo Bay 2-3-37 Ponahawai
Waiole Falls and Area 2-5-9:4 Piihonua
Peepee Falls and Area 2-5-10:1 Piihonua
Viewpoint from lower Wailuku Bridge looking makai 2-6-02 Piihonua
Viewpoint from lower Wailuku Bridge looking mauka 2-6-03 Piihonua
Alealea Point looking towards Hilo Bay 2-6-15:1 Wailua
Keakanini Falls 2-6-18:4 Piihonua
Hawaii Falls 2-6-18:4 Piihonua
Honolii Beach Area and Stream 2-6-24:1 to 4 Alae
Onomea Bay Area 2-7-09:1, 2, 26;
2-7-10:1
Kahalii-Onomea
Onomea Arch (fallen) 2-7-10:1 Onomea
Akaka and Kahuna Falls 2-8-10:34 Honomu
Kolekole Gulch 2-8-15,
2-9-03
Kuhua-Kaiwiki
Hakalau Bay/Gulch Area 2-9-02,
3-1-01
Hakalaunui-Kamae
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District of North Hilo
Site Tax Map Key Ahupuaa or Region
Viewpoint of Umauma Gulch (makai from bridge) 3-1-01:1, 24 Wailua
Viewpoint of Falls in Umauma Gulch (mauka from
bridge)
3-1-01:23, 30 Wailua
Nanue Gulch-Makai 3-2-01:1, 8 Nanue
Honohina Falls (Nanue Gulch and stream) 3-2-01:11, 17 Nanue
Maulua Gulch 3-4-04:9, 11, 12 Maulua Iki
Kaiwilahilahi Gulch 3-5-03 Kaiwilahilahi
Manawaiopae Gulch 3-5-04 Manawaiopae
Kihalani Gulch 3-5-04 Kihalani
Kuwaikahi Gulch 3-5-04 Kihalani
Kilau Gulch 3-6-01 Laupahoehoe
Scenic Lookout-Laupahoehoe Point 3-6-01:9 Alaea
Laupahoehoe Gulch 3-6-04 Laupahoehoe
Kaawalii Gulch 3-6-05;
3-9-01
Waipunalei-Humuula
District of Hamakua
Site Tax Map Key Ahupuaa or Region
Kalopa State Park 4-4-14:1 Kalopa
Mauna Kea State Park area 4-4-16:3 Kaohe
Ahualoa Road 4-5-10 Kaao-Nienie
Nienie (Native forest) 4-6-12:25 Nienie
Viewpoint Lookout Waipio Valley, Kukuihaele 4-8-04:17 Lalakea
Windward Valley System:
• Muliwai to Awini;
• Waimanu Valley Area;
• Waipio Valley Area
4-9-01 to 15 Waipio, Muliwai-Awini,
Waimanu
Hiilawe Falls 4-9-09 Waipio
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District of North Kohala
Site Tax Map Key Ahupuaa or Region
Windward Valley System:
• Honokane Valley;
• Islands off Awini Valley;
• Pololu Valley
5-1-01, 02 Awini, Pololu
Viewpoint-Pololu Valley 5-2-01:1 Pololu
Akoakoa Point 5-2-01:7 Waiapuka
Nanue Bay Area 5-2-01:7, 8 Waiapuka
Kapanaia Bay Area 5-2-01:14;
5-2-07
Makapala, Aamakao
Keokea Beach & Kalalae Pt. 5-2-01:14 to 16 Makapala
Kauhola Point 5-3-07:1 Kukuiwaluhia
Indian Banyan trees at Chalon International of
Hawaiʻi’s office in Hawi
5-5-2:23 Hawi
Upolu Point 5-5-06:7 Kokoiki-Upolu
Old Honoipu Landing 5-6-02 Puakea
Kapaa Park 5-6-01:60 Kapaa
Mahukona Harbor and Park 5-7-03:3, 4, 14 Mahukona-Hihiu
Keawanui Bay Area 5-8-01 Kehena, Puanui
Kaiopae Point 5-9-01:6 Waiaka
Waiakailio Bay Area 5-9-01:8 Kahualiilii
Coastline viewplane from Akoni-Pule Highway Various
Coastline viewplane from Kohala
Mountain Road
Various
Ironwood trees along Kohala Mountain Road Various
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District of South Kohala
Site Tax Map Key Ahupuaa or Region
Viewpoint (Puu Makela) 6-2-01:25 Kawaihae 2nd
Mauumae Bay/Beach 6-2-02 Kawaihae 2nd
Kaunaoa Bay/Beach 6-2-02:4 Ouli
Kaluhiikanu Beach 6-2-02:6 Kawaihae 2nd
Ohaiula Beach (Spencer Park) 6-2-02:8 Kawaihae 2nd
Upper Waipio Lookout 6-3-01:4 Waipio
View of Kohala mountain 6-5-01 Waiauia
Na Puu (Waimea):
Puu Laelae;
Hokuula; Puuiki
6-5-01 Keoniki-Puuiki
Waimea Church Row and Surrounding Churches 6-5-04:1 to 6, 8 Waikoloa (Waimea)
Hapuna Bay/Beach 6-6-01:8 Lalamilo
Kaunaoa Point 6-6-02:38 Ouli
Waimea Nature Park (Ulu Laau) 6-6-03:7 Lalamilo
Scenic countryside around Waikii 6-7-01:3 Waikoloa
Makaiwa Bay and Pond, Keawanui 6-8-22 Kalahuipuaa
Pauoa Bay Area 6-8-22 Kalahuipuaa
Puako Bay Area 6-9-01:2;
6-9-02:7, 8
Lalamilo
Anaehoomalu Bay Area 6-9-01:13 Anaehoomalu
Wailea Bay Area 6-9-02:2 Lalamilo
Viewplane along Queen Ka'ahumanu Highway looking mauka
and makai
Various
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District of North Kona
Site Tax Map Key Ahupuaa or Region
Puu Waawaa 7-1-01:4 Puuwaawaa
Kiholo Bay/Beach Area 7-1-02:8 Puuwaawaa
Keawaiki 7-1-02:8;
7-1-03:2
Puuwaawaa; Puuanahulu
Hualalai 7-2-01;
7-8-01
Kaupulehu
Kaupulehu 7-2-03:1, 2 Kaupulehu
Kua Bay Area 7-2-04 Maniniowali
Opae Ula Pond 7-2-04:1 Makalawena
Makalawena 7-2-04:1 Makalawena
Kahoiawa 7-2-04:3, 4 Awakee
Kakapa Bay Area 7-2-04:4 Kukio 2nd
Kukio Bay/Beach Area 7-2-04:5 Kukio lst
Mahaiula Bay/Beach Area 7-2-05:3 Mahaiula
Kaloko Pond 7-3-09:2 Kaloko
Honokohau Fish Pond 7-4-08 Kealakehe
Honokohau coastline 7-4-08:4, 3 Honokohau-Kealakehe
Aimakapa 7-4-08:10 Honokohau
White Sand Beach 7-4-08:10 Honokohau
White Sand Beach 7-5-05:7 Keahuolu
Viewplane from Kuakini Highway
going mauka & makai
7-7 and 7-8 Holualoa-Keauhou
Viewplane from Kamehameha III
Road going mauka & makai
7-8-10 Kahaluu-Keauhou
Keauhou 7-8-12 Keauhou 1 & 2
Kahaluu Bay Area 7-8-14 Kahaluu 2
Viewplane along Queen Ka'ahumanu Highway going
mauka and makai
Various Various
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District of South Kona
Site Tax Map Key Ahupuaa or Region
Kealakekua Bay from Kaawaloa
Road and Lower Government Road
8-1-07:1;
8-1-10:1, 2;
8-1-11;
8-2-02, 04
Keopuka, Kaawaloa,
Kaawaloa, Kealakekua
Viewpoint 8-3-03 Kahauloa (2)
Cove 8-3-04:1 Keei (1)
White Sand Beach 8-3-04:4 Keei (1)
Viewpoint (Palemano Pt.) 8-3-04:5 Keei (1)
Honaunau Bay & Scenic View from Ke Ala o Keawe
Road
8-4-11, 12, 13 Honaunau, Keokea
Kealia Beach 8-5-05:1 Kealia
Kiilae 8-5-05:19 Kiilae
Hookena—Kauhako Bay Area 8-6-13, 14 Hookena, Kauhako
Milolii area 8-9-04 Milolii
Lava flows of 1950, 1926 and 1919 Various Various
District of Kau
Site Tax Map Key Ahupuaa or Region
Manuka Bay 9-1-01:3 Manuka
Pohue Bay 9-2-01:1 Kahuku
Volcano area including National Park 9-2-01:4;
9-9-01
Kahuku, Keauhou
South Point (Ka Lae) 9-3-01:1-3, 7, 9 Pakini Iki, Kamaoa
Mahana Bay 9-3-01:2 Kamaoa
Waiakukini 9-3-01:6 Pakini Nui
Kaalualu Bay 9-4-01: 12, 14 Kiolakaa
Honuapo 9-5-14:1, 7 Honuapo
Kawa (Kawaa) Bay and Spring 9-5-16:20;
9-5-17:7
Kaalaiki, Hilea Nui
Ninole Cove & Springs 9-5-19:12 Ninole
Punaluu Black Sand Beach 9-6-01 Punaluu
Lava Flows of 1868, 1887, & 1907 Various Various
View of Mauna Loa from Volcano-Ka’u Highway Various Various
Scenic view of shoreline between
Pahala and Punaluu
Various Various
Waiohinu Park Various Various
Na puu: Enuhe, Makanau, Kaiholena and One Various Various
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GENERAL PLAN
IMPLEMENTATION
General Plan Implementation DRAFT
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Introduction
Establishing an effective planning system,
collaborative strategies, and ongoing
monitoring is crucial to ensuring the General
Plan 2045 vision can be implemented.
Implementation of the General Plan’s goals,
objectives, policies, programs, projects, and
interagency coordination will require systemic
understanding, decisive leadership, and
unprecedented collaboration. The General
Plan presents an opportunity to elevate key
challenges to be addressed with strategic and
coordinated action. The application of the
General Plan’s objectives, policies, programs,
projects, and interagency coordination assists
in shaping a clear path forward.
Implementation will require follow-up
legislative actions such as implementing
ordinances and budget decisions.
The purpose of the County Planning System is
to serve as a guide for the long-range
development, and economic, environmental,
and socio-cultural wellbeing of the county in
keeping with the values and priorities
significant to the people. The intent of this
framework includes:
1. Local Engagement
Foster grassroots participation and
balancing of interests by providing
opportunities for active civic engagement,
where citizens have the means to
collaborate with the government and are
empowered to effect positive change
consistent with plans developed under this
chapter.
2. Long-Term and Holistic
Approach
Address a broad scope of issues and long-
term trends that affect the land and
communities, including environmental and
cultural-historic protections, natural
resources, built environments,
infrastructure development, social issues,
and the economy.
3. Consistent Policies and
Implementation
Ensure consistency among the General
Plan and respective regional plans, as
well as consistency among the Plan’s
policies and implementation measures
such as regulations in the Hawaiʻi County
Code, land acquisition priorities, and
capital improvements.
4. Interagency Collaboration
Facilitate collaboration among county
agencies in fulfilling the objectives,
policies, and actions set forth in the plans
developed under this chapter. Facilitate
collaboration with State and federal
agencies through clarity, consistency and
prioritization of common goals and
objectives.
5. Implementation System
Establish an implementation system that
is based on county-wide, regional, and
agency levels of responsibility and
accountability to carry out the plan(s),
such as the identification and prioritization
of actions, timeframes, responsible agents
and stakeholders, funding requirements,
funding sources, and allocations.
General Plan Implementation DRAFT
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Planning System
The Planning System is designed to ensure
that all its components fit together and serve
their intended purpose. This section further
defines each of these components and the
relationships between them. The diagram
above displays a feedback process in which
the different aspects of the Planning System
inform one another and the lines between
them represent opportunities for community
participation throughout the process.
Chapter 16
Chapter 16 of the Hawai‘i County Code
(appendix x) details the legal framework for
the Planning System, with an explanation of
these components, the legal requirements,
and this framework.
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Community Development
Plans (CDP)
The Community Development Plans translate
broad General Plan statements to specific
actions, as they apply to specific geographical
areas. They serve to provide a forum for
community input to reflect the character of
each community. These plans create a vision
for future growth, and direct physical
development and public improvements within
a specific area. If there is a direct conflict
between the CDP and the General Plan, the
General Plan shall be controlling. The Planning
Director or County Council may initiate a CDP.
The goal of planning is to maximize the
health, safety, and economic wellbeing of all
people living in our communities, as well as
the land itself. Community planning is the
process where community members come
together to take intentional collective action
and generate solutions to common problems
to improve social, economic, physical, and
environmental wellbeing while preserving
valuable aspects of the culture of and vision
for a particular geographic area.
Community Development Plan
Framework
During the 2045 General Plan Comprehensive
Review process, existing community plans
were used to guide the CDP framework. From
the adoption of the Kona, Puna, North and
South Kohala CDPs in 2008, Kaʻū CDP in
2017, and Hāmākua CDP in 2018, there has
been much to learn and grow from as we look
to the future. The 2045 General Plan also
benefited from years of collective
participation in CDP implementation efforts
through district Action Committees.
To build on these lessons learned, future CDPs
shall be drafted to follow the basic layout of
the 2045 Hawaiʻi County General Plan. This
creates consistency across all districts of the
County to ensure that the language, goals,
objectives, policies, and actions, under
various subject matters can be easily
identified by government agencies,
community members, and other
stakeholders.
The purpose of a CDP is threefold:
1. Translate the General Plan’s broad
statements and community development
guidelines to actions specific to the
planning area to address regional issues
and opportunities.
2. Improve and advance communities and
community resilience through the
acknowledgment and development of
community capacity.
3. Provide a process for citizens to engage in
civic dialogue and contribute to the
identification of community priorities.
The CDP process should identify:
1. Recommended Governmental
Improvements
Community Development Plans may
recommend amendments to various
requirements and incentives built into
codes, plans, or processes. Such
amendments should be consistent with the
General Plan, otherwise, amendments to
the General Plan should be recommended.
2. Advocacy Strategies
Advocacy strategies are effective means to
advance community priorities through
coordinated efforts by County and non-
County agencies and organizations. This
requires that the community, County
agencies, and elected officials work in
collaboration with other organizations to
advance the CDP’s advocacy program.
3. Acquisition Priorities
Community Development Plans may
identify priority acquisition properties for
General Plan Implementation DRAFT
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consideration in the County Public Access,
Open Space, and Natural Resources
Preservation Program. Candidate parcels
for this program include those that feature
historic and culturally significant sites, and
natural resources in need of protection.
4. Capital Projects
The County Charter stipulates that Capital
Improvements shall be prioritized based
on criteria aligned with the General Plan
and Community Development Plans.
Providing a clear direction on where
various community Capital Improvement
priorities are needed creates a reference
for them to be easily incorporated into the
County budget process and Functional
Plans for government agencies. The
General Plan should focus on major, multi-
district level infrastructure projects such
as wastewater, water, and roads. Whereas
Community Development Plans should
focus on capital improvement projects as
they relate directly to the character and
community amenities in their respective
district – examples of this include parks,
transit hubs, and community centers. If
additional capital improvement projects
are identified in the review process for a
Community Development Plan revision,
the General Plan should be amended to
include them.
5. Programs and Community
Actions
Community Development Plans shall
identify desired programs and the
community’s role in planning and
implementing the programs. They should
focus on proactive, community-based,
collaborative actions. Community planning
is a collective effort that benefits from
proactive leadership and actions that
enrich the community. Examples of this
include after-school youth programs,
neighborhood watch, environmental
advocacy groups, and collaborative small
business events (such as farmers markets
or co-ops).
6. Social Capital and Community
Network Mapping
During the process of reviewing a
Community Development Plan, instances
where community needs are not met may
be identified. Examples of this may include
a need for community gathering spaces
such as parks or recreation hubs.
Community Development Plans may
identify such needs and outline a plan of
action for community members and other
stakeholders to coordinate efforts,
combine and collect resources, and
connect public and private sector agents to
advocate for such enhancements to their
community.
Urban Development Plans
Urban Development Plans are a means of
implementing the policies and objectives of
the General Plan and/or Community
Development Plans within towns, villages,
and other areas of existing urban
development or within areas specifically
intended for new or more intensified urban
development. They comprise a minor portion
of a larger, regional community planning
area. They shall be consistent with and
implement the visions, objectives, and
policies of the General Plan and applicable
community development plans. If there is a
direct conflict between the Urban
Development Plan and the General Plan, the
General Plan shall be controlling. An Urban
Development Plan is initiated by or through
the Planning Director or County Council.
The Urban Development Plan process should
identify:
1. An analysis of problems,
needs, and opportunities
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2. Appropriate planning
standards
• Public services and transportation
• Housing unit densities, urban design
• Streetscaping and landscaping design
• A statement of proposed
considerations for historic or
archaeological features in the
proximity of the plan’s area, which
may consider restoration, access,
buffers, and other measures as
appropriate.
3. Sequencing and phasing of
development or
redevelopment, public
facilities, infrastructure
4. Implementation program
CIP, financial element, and schedule.
Special Area Plans
Special area plans provide the basis for
regionally scaled programs for the protection,
restoration, or recreational and educational
use of specific, natural, and/or cultural and
historic resources and features identified in
the General Plan or an encompassing
Community Development Plan as highly
valued community natural assets. A Special
Area Plan is initiated by or through the
Planning Director or County Council.
The Special Area Plan process should
identify:
1. An analysis of the needs and
opportunities
Concerning the purposes and objectives
of the special area plan area.
2. A statement of planning
standards and principles
• Land uses
• Environmental protocols, principles,
objectives, and standards
• Proposed considerations for historic
and/or archaeological features, which
may consider restoration, access,
buffers, and other measures as
appropriate.
3. Sequencing and phasing of
development or
redevelopment, public
facilities, infrastructure
4. Implementation program
CIP, financial element, and schedule.
Public Agency Functional
Plans and Programs
The Functional Plan shall identify priority
issues and specific needs of the agency
responsible for implementation. The Plan
addresses a specific need, program, or issue
that the agency is primarily responsible for.
The Plan may, but is not required to, be
adopted by ordinance or resolution.
The Functional Plan should contain objectives,
policies, and implementing actions consistent
with the visions, goals, and objectives of the
General Plan and Community Development
Plans to address the priority issues and needs
identified to help inform the Capital
Improvement and Operating Program. Each
department and agency of the County that
prepares a Functional Plan should present the
construction and operation of infrastructure,
facilities, and programs. Actions may include
organizational or management initiatives,
facility or physical infrastructure development
initiatives, initiatives for programs and
services, or legislative proposals.
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Capital Improvement
Program (CIP)
Capital Improvement projects are an
important vehicle for ensuring community
needs can be implemented. The County
Charter sets forth the procedure for the
submittal and adoption of the CIP budget.
Prioritization of Capital
Improvement Projects
Achieving What We Appropriate
The CIP is a 6-year schedule of
improvements – it sets forth the greatest
infrastructure needs of the County,
anticipated funding, and timing of the
projects. However, in practice, the County is
only able to fund about 30 percent of the
projects that are appropriated into the CIP
budget. Several factors influence the urgency
and sequencing of CIP projects. According to
the County Charter, “Capital improvements
shall be prioritized based on criteria aligned
with the General Plan, Community
Development Plans, emergency expenditures
and other pertinent functional plans” (§10-
6(a)(2)). This speaks to the need to
coordinate infrastructure priorities through
our Planning System, creating avenues for
interagency collaboration, and providing clear
criteria to guide the prioritization of projects.
For the CIP to comprehensively prioritize and
allocate the financial resources available to
the County within the context of the General
Plan, the CIP will be prepared as follows:
• The CIP will be based on clear priority
criteria;
• The CIP will integrate several sources of
funding improvements, including the fuel
tax;
• The CIP will coordinate County projects
with State CIP projects and available
Federal funding;
• The total County costs for the projects
selected for the CIP will not exceed an
amount that could be prudently financed
taking into consideration the debt service
capacity of the County;
• Where additional studies are needed to
prioritize projects from an island-wide or
regional perspective, functional plans may
be funded through the CIP; and
• A system will be established to monitor the
status of projects.
To prioritize the lists of proposed capital
improvements contemplated by County
agencies as required by the Charter, the
Planning Director shall consider:
1. Funding Source
The capacity of a funding source available
for a proposed improvement may be a
factor in determining priority. Potential
funding sources include general obligation
bonds, general revenues, special funds,
land-secured financing, State revolving
fund, block grants, federal sources, or
other reliable sources. The capital budget
shall not exceed prudent debt service
limits for general obligation and other
sources that affect the borrowing capacity
of the County.
2. Health and Safety
The budget should be proportional to
adequately address health and safety
needs.
3. Long-Range Project Delivery
All phases of a project, including planning,
land acquisition, design, construction,
equipment, and furnishing, shall be
addressed in the multi-year Capital
Improvement Program. Priority shall be
considered to complete projects that are
ready to be constructed while planning
phases are needed for future priority
projects.
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4. Nonrecurring Rehabilitation
(extreme deferred
maintenance)
Deferred maintenance of existing facilities,
as determined by the responsible agency,
should be considered a high priority for
those facilities intended by the responsible
agency to remain in active, long-term
service. Regular maintenance needs to be
included in the operating budget.
5. Cost-Benefit Analysis
Cost-benefit analyses are used to weigh
the benefits of the project against the
costs. Costs can address issues such as
increased maintenance costs, liability,
improper prioritization (other important
projects not being funded), and equity
concerns. Whereas benefits can address
community priorities, environmental
improvements, reduced maintenance
costs, and reduced legal compliance costs.
6. Level of Service
The General Plan’s Level of Service
standards should be considered to address
equity and realize the delivery of services
among the planning areas.
7. Land Use Policies
Higher priority may be given to
improvements that influence growth
patterns consistent with the General Plan
or Community Development Plans.
Key Areas for Collaborative
Focus
While the General Plan is comprehensive and
can provide a holistic and integrated
approach, it is a County plan and is therefore
limited in its reach. Likewise, this Plan is
grounded in the understanding that many of
the County’s greatest challenges and
opportunities cannot be solved with policy,
regulation, or independent action. These and
other challenges that require systemic
understanding, decisive leadership, and
unprecedented collaboration need to be
considered as part of the Capital
Improvement Program. The clearest
examples, all of which have direct impacts on
residents’ quality of life, are affordable
housing, health and wellness, active
transportation, energy, climate change,
economic development, and environmental
stewardship.
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Monitoring and
Evaluation
Implementation Priorities
and Phases
As shown in the figure below, implementation
will occur over several phases that build upon
the work completed in the previous phases.
The first phase is the consistency phase and
will require a hard look at our policy and
planning framework to ensure consistency
with this General Plan. It includes
implementation actions such as auditing
codes to determine needed updates and
updating our Community Development Plans
and other relevant plans. The second phase
will require code updates, capital
improvement planning, and funding, a review
of the County’s organizational structure to
support the mandated Charter review, and
possible interim amendments to the General
Plan to address any strategic gaps identified
in the first phase. The third phase is where
implementation continues to occur mainly
through land use and infrastructure decisions.
The comprehensive update to the General
Plan will also be initiated during this phase.
Finally, the fourth phase is where the General
Plan comprehensive update will be
completed, and it is anticipated that another
cycle of similar implementation phases will
begin. Priority implementation actions (i.e.,
programs, projects, and interagency
coordination) generally fall into the first
phase. However, other factors could drive
implementation priorities such as available
funding. A complete list of all the
implementation actions can be found in the
implementation table.
Phase 1
2024-2029
Code Amendments
Initiate CDP and
Functional Plan
Updates
Coordination
framework and
adoption
Revamp of CIP process
Priority Actions
Phase 2
2030-2035
Operational programs
CIP Program
Organizational review
(charter review)
CDP Updates
Phase 3
2036-2041
Interim GP
Amendments
Intiatiate planning
studies for GP update
Phase 4
2042 and beyond
Comprehensive
Update Adoption
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Monitoring and Evaluation
Plan
Purpose
Provide regular and predictable ways of
measuring progress and preparing for
updates.
Monitoring Mechanisms
Measurable indicators, or performance
measures, will be used to monitor progress
toward the objectives. Examples of indicators
that can be used to monitor the progress of
implementation have been provided in the
table below. However, it is important to note
that indicators may vary over time as
progress is made and each department is
responsible for reporting on the indicators
that are relevant.
Progress Reports
Mayor’s Annual Report
As part of the Mayor’s Annual Report, the
County Departments will prepare an
implementation status report annually
serving to monitor progress towards
achieving the goals and objectives identified
within the General Plan. To the extent
possible, the report should contain
measurable indicators related to the goals
and objectives of the plans that make up the
County Planning System.
5-year Implementation Status
Report
The Planning Director will include a 5-year
status report as part of the Mayor’s Annual
report. This status report shall report on the
status of any urban development plans,
functional plans, special area plans, master
plans, and related priority implementation
actions. The director may also include
information regarding the implementation of
private development master plans in the 5-
year implementation status report.
Comprehensive Review and
Update Schedule
The Planning Director shall initiate a
comprehensive review of the General Plan
and prepare a set of recommended
amendments for independent review by the
Windward and Leeward Planning
Commissions and then adoption by the
County Council. The comprehensive review
shall be initiated not more than fifteen years
after the date of adoption of the previous
amendments resulting from a comprehensive
review and submitted to the County Council
not more than twenty years after the date of
adoption of the previous amendments
resulting from a comprehensive review. This
allows for regular updates and adequate
implementation time between updates.
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Example Indicators
ADAPTING TO CLIMATE CHANGE FOR ISLAND-WIDE HEALTH EXAMPLE INDICATORS
Goal: We ensure a just transition to a climate resilient island by addressing the causes
and impacts of climate change through incorporating equitable climate mitigation and adaptation priorities into policies, programs, infrastructure, and decision-making.
• Number of public awareness
campaigns on climate adaptation
• Reduction in County GHG
• Number of climate adaptation
research and development projects supported
Objectives: 1. Ensure that climate actions are equitable and uplift historically
marginalized and disadvantaged communities.
2. Achieve net carbon neutrality by 2045. a. Achieve a 100 percent renewable-powered County fleet by 2035 and 100 percent renewable ground transportation by 2045.
b. Support the achievement of 70 percent renewable energy for the
electricity sector by 2030, with 40 percent from renewables and 30 percent from efficiency, and 100 percent by 2045.
3. Improve the identification of climate change threats, assessment of
potential consequences, and evaluation of adaptation options.
SUSTAINABLE DEVELOPMENT AND RESILIENT COMMUNITIES
Section 1: Land Use EXAMPLE INDICATORS
Goal: We strategically apply progressive land use strategies incorporating indigenous and contemporary knowledge and place-based practices to direct and manage
growth for the health and safety of our communities.
• Number of developments that follow Character Guidelines.
• Residential and commercial
densities are increased within the Urban areas
• Increase of SLU Rural
• Acres of Agriculture property
tax class
Objectives: 4. Maintain community character and land use compatibility.
5. Increase the integration of natural systems planning.
6. Increase equitable planning and decision-making processes. 7. Reduce the threat to life and property from natural hazards and disasters.
8. Increase the use of Smart Growth principles to focus development within
existing urban centers.
9. Maximize the alignment and use of Rural designated lands to preserve rural character and lifestyle.
10. Support the active use of Productive Agricultural lands.
Section 2: Transportation Access and Mobility EXAMPLE INDICATORS
Goal: Each community is connected by a multimodal and modernized transportation
network that provides a system for safe, efficient, and comfortable movement
of people and goods.
• Reduced VMT • MTA ridership
• Number of miles in bike lanes
and public access • Increase of bike lanes and
public access
• Reduced traffic fatalities
Objectives: 11. Achieve a transportation system that is consistent with and will
accommodate planned growth.
12. Increase transportation connectivity. 13. Increase mass transit ridership by 50 percent.
14. Reduce vehicle miles traveled (VMT).
15. Achieve a transportation system that employs all modes of transportation at a community scale. 16. Incorporate green infrastructure to reduce stormwater runoff.
17. Increase transportation safety for transportation’s most vulnerable users
and reduce traffic fatalities. 18. Adequately maintain public transportation systems.
19. Improve accessibility to airports, harbor systems, and support facilities.
Section 3: Public Utilities EXAMPLE INDICATORS
Goal: Our communities are adequately served by sustainable and efficient public infrastructure, utilities, and services based on existing and future growth needs,
sound design principles, and effective maintenance practices.
• Utilities are planned for our urban areas
• Energy efficiency
• Reduce water consumption per household • Increased use of permeable
surfaces and landscaping
Objectives: 20. Improve the efficiency, reliability, and sustainability of essential
infrastructure systems.
21. Strive towards energy self-sufficiency. 22. Advance policies, programs, and initiatives for public and/or private
investment in broadband and telecommunications infrastructure.
23. Increase the protection of existing and potential sources of drinking water.
24. Planned and developed municipal sewer capacity is expanded to serve our Urban Growth Areas and reduce sewage-related impacts on water quality.
25. Increase green infrastructure practices.
Section 4: Public Facilities EXAMPLE INDICATORS
Goals: Our communities are safe and protected, and residents have access to quality, integrative health, education, and social services to support a high quality of
life for residents of all ages.
• % of budget dedicated to maintenance
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Our communities are adequately served by sustainable and efficient public
infrastructure and services based on existing and future growth needs, sound design principles, and effective maintenance practices.
• Police and Fire staffing
milestones • Zero waste efforts
Objectives: 26. Adequately maintain public facilities 27. Protect the health and wellbeing of residents and visitors.
28. Achieve Zero Waste in Hawaiʻi County by 2045.
29. Each community has access to a wide range of educational opportunities.
30. Park facilities are located within a 10-minute walk in urban areas and a 10-minute drive in rural communities.
31. Each community has access to healthcare facilities, programs, or
community-based care.
Section 5: Housing for All EXAMPLE INDICATORS
Goal: Residents have access to adequate and affordable housing to meet the needs
of the population and provide equitable opportunities for household flexibility
and mobility.
• Number and variety of newly
constructed housing units for
rent and sale
Objectives: 32. Increase the number and variety of newly constructed housing units for
rent and sale that addresses a range of Area Median Income (AMI). 33. Monitor, conserve, and improve the existing housing stock.
34. Prioritize providing quality affordable housing for Hawaiʻi’s residents.
Section 6: Integrated Systems EXAMPLE INDICATORS
Goal: We are governed by integrated systems that are efficient, equitable, and organized to facilitate coordination and collaboration. • Cost savings • Multiple funding streams
• Equitable distribution of
County services Objectives: 35. Increase collaboration and cooperation for efficiency, effectiveness, and responsiveness.
36. Maintain fiscal integrity, responsibility, and efficiency.
37. Achieve equitable outcomes for County programs, policies, and allocation of resources.
THRIVING, DIVERSE, AND REGENERATIVE ECONOMY
Section 7: Economy Introduction EXAMPLE INDICATORS
Goal: Our economy is diverse, regenerative, and innovative, improving and
maintaining the financial wellbeing of our residents with a focus to increase local economic opportunities.
• Number of County
apprenticeships, fellowships, and internships • Increase in emerging
industries Objectives: 38. Improve access at all levels for education and training. 39. Increase the growth and health of small businesses. 40. Incorporate resiliency, diversity, and innovation in County programs, plans,
and research to support healthy economic development and revitalization.
Section 8: Agriculture and Food Systems EXAMPLE INDICATORS
Goal: Agriculture is a robust, diversified sector that achieves food security and
includes a broad range of agricultural-based businesses that highlight value. • Increase in food production
• % investment in ag
infrastructure Objectives: 41. Increase access to land for active food production.
42. Increase interagency coordination, programs, and policy initiatives that
improve local agriculture infrastructure.
Section 9: Visitor Industry EXAMPLE INDICATORS
Goal: A high quality of life for residents is maintained when a regenerative visitor
industry balances the preservation of natural and cultural resources with
responsible visitation.
• Increase in interpretive
programs
Objectives: 43. Support the visitor industry investment in the connection with
communities, the ʻāina, and our historic and multicultural heritage. 44. Increase authentic Hawaiʻi Island visitor experiences.
COLLABORATIVE BIOCULTURAL STEWARDSHIP EXAMPLE INDICATORS
Goal: Our natural and cultural resources are thriving and sustainably managed, preserved, and restored to maintain our unique and diverse environment. • Increase in native habitat coverage • Improved water quality-less
brown water advisory days
• Increase % of budget for restoration
Objectives: 45. Increase the biodiversity and resilience of native habitats. 46. Preserve the health of the watersheds by improving water quality and
reducing runoff.
47. Increase direct community restoration and collaborative efforts to conserve
and nourish the island’s biocultural resources. 48. The historical integrity, character, scenic assets, and open spaces of our
communities are protected, restored, and treated as unique assets with
significant social and economic value and managed in perpetuity. 49. Protect, restore, and enhance our communities’ unique scenic character.