HomeMy WebLinkAboutCOM 0372.192 2024-2026Ashley L. Kierkiewicz o 3' °i•'!+ Office: (808) 961-8265
Council Member `P•S" Fax: (808)961-8912
District 4 Puna • • ashley.kierkie via@fiawaiicounty.gov
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HAWAI`I COUNTY COUNCIL t 3 o
Hawaii County Building
25 Aupuni Street •Hilo, Hawaii 96720 Z
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DATE: March 4, 2026 0 2r
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TO: Dr. Holeka Goro Inaba, Council Chair w y
and Members of the Hawaii County Council t13
FROM: Ashley L. Kierkiewicz, Council Member
SUBJECT: Proposed Amendments to Bill No. 66, Draft 2; AN ORDINANCE
ADOPTING THE COUNTY OF HAWAI`I GENERAL PLAN 2045 AND
REPEALING ORDINANCE NO.05-025, AS AMENDED.
Transmitted herewith are proposed amendments to Bill No. 66, Draft 2. The first proposed
amendment is shown below in Ramseyer format with respect to Bill No. 66, Draft 2; material to
be deleted is bracketed and stricken and material to be inserted is underscored.
1. SECTION 3 ofBill No. 66, Draft 2, is amended to read as follows:
SECTION 3. Ordinance No. 05-025 (2005 General Plan) and subsequent
amending] amendatory Ordinance Nos. 06-153, 07-070, 09-150, 09-161, [a"] 12-089, 14-
087 and 15-082 are hereby repealed."
2. Bill No. 66, Draft 2, is further amended by substituting "Appendix A" with the attached
appendix.
A copy of the new draft of this bill that would result if this proposed amendment were adopted is
not attached.
Mahalo.
AK:kj Comm.
A
Att. Ref. To:
Ref. Date - 2026
LRB I25-166u 4
we sm
County of Hawaii
Table of Contents
Introduction...................................................................
Implementation .............................................................
Administration and Coordination
Capital Improvements and Financing
Community Engagement
Monitoring, Reporting, and Updating
Economy.......................................................................
Place -Based Revitalization
Tourism
Agriculture and Food Systems
Film, Media, and Creative Industries
Construction, Manufacturing, and Entrepreneurship
Science and Technology
Health, Wellness, and Healthcare Access
County Labor and Workforce
8
Mdlama'Aina and Community Resources .................................................................................... 19
Scenic and Environmental Resources
Public Access
Historic and Cultural Sites
PublicServices & Facilities ........................................................................................................... 26
County Facilities and Asset Management
Protective Services and Public Safety
Natural Hazards
Solid Waste Management
Recreation and Community Well -Being
Public Utilities ..............................................................
Water Supply
Wastewater and Sewer
Stormwater and Green Infrastructure
Energy and Electricity
Telecommunications and Broadband
Housing
35
Affordable Housing
Housing Supply and Production
Homeownership
Homelessness
Transportation...................................................................................................................
Mass Transit
Roadways and Transportation Infrastructure
Multimodal Mobility and Safety
Land I T-,e
Urban and Commercial Areas
Rural and Agricultural Lands
Conservation and Open Space Lands
43
Im
INTRODUCTION
Section 1-1. Purpose.
The General Plan establishes the long-range vision, policies, and priorities that guide
growth, development, and public investment on Hawaii Island. It serves as the County's primary
policy document for land use, infrastructure, housing, transportation, environmental stewardship,
and public services.
The Plan provides direction for how and where the island grows, how facilities and
services are delivered, and how natural and cultural resources are protected. It informs decisions
related to zoning, capital improvements, budgeting, and day-to-day operations across County
departments.
The General Plan is not a static document, but a living framework intended to guide
decision -making over time and to evolve as community needs, priorities, and conditions change.
Its success depends on consistent application and periodic review.
Section 1-2. Legal Authority.
This General Plan is adopted pursuant to Chapter 226 of the Hawaii Revised Statutes
and Section 3-15 of the Charter of the County of Hawaii.
Chapter 226, Hawaii Revised Statutes, requires each County to prepare and adopt a
general plan to guide long-range development and ensure coordination with the State Plan.
Section 226-58 provides, in pertinent part:
The county general plans and development plans shall be formulated with input from the
state and county agencies as well as the general public. County general plans or
development plans shall indicate desiredpopulation andphysical development patterns for
each county and regions within each county. In addition, county general plans or
developmentplans shall address the unique problems and needs ofeach county and regions
within each county. The county general plans or development plans shall further define
applicable provisions ofthis chapter; provided that any amendment to the county general
plan of each county shall not be contrary to the county charter. The formulation,
amendment, and implementation of county general plans or development plans shall take
into consideration statewide objectives, policies, and programs stipulated in state
functional plans approved in consonance with this chapter.
With adoption and ratification of the Charter in 1968, the General Plan emerged as a
major policy document to guide development as well as regulatory and investment decisions.
Section 3-15 of the Charter further states, in pertinent part:
The county council shall adopt by ordinance a general plan which shall set forth the
council's long-range policy for the comprehensive physical, economic, environmental, and
socio-cultural wellbeing of the county. The general plan shall contain a statement of
development objectives, standards andprinciples with respect to the most desirable use of
land within the county for residential, recreational, agricultural, commercial, industrial,
and other purposes which shall be consistent with proper conservation ofnatural resources
and the preservation ofour natural beauty and historical sites; the most desirable density
ofpopulation in the several parts of the County; a system ofprincipal thoroughfares,
highways, streets, public access to the shorelines, and other open spaces; the general
locations, relocations and improvement ofpublic buildings; the general location and extent
ofpublic utilities and terminals, whether publicly or privately owned, for water, sewers,
light, power, transit and other purposes; the extent and location ofpublic housingprojects;
adequate drainage facilities and control; air pollution; and such other matter as may, in
the Council 'sjudgment, promote the general welfare, health, andprosperity ofits people.
The Charter further provides that the council shall enact zoning, subdivision, and such
other ordinances as necessary to carry out the purpose of the General Plan. No public
improvement or project, or subdivision or zoning ordinance, shall be initiated or adopted unless
it conforms to and implements the General Plan. Amendments to the General Plan may be
initiated by the council or the planning director.
Section 1-3. History of the General Plan Program.
Planning efforts in Hawaii County began in the late 1950s as district -specific initiatives,
including A Planfor Kona (1960), A Plan for the Metropolitan Area ofHilo (1961), and The
Kohala-Hamakua Region General Plan (1963). These regional plans were adopted by Ordinance
No. 317 in 1965 as the General Plan for the County but lacked a coordinated, islandwide
framework. Ka`u was not covered by these initial plans.
With adoption and ratification of the Hawaii County Charter in 1968, the General Plan
emerged as a major policy document guiding the comprehensive, long-range development of the
island. Following the Charter's adoption, the County undertook a coordinated, islandwide
planning effort.
The County's first General Plan was adopted on December 15, 1971, establishing a
planning hierarchy that remains in effect today. The hierarchy consists of three interrelated
levels:
ii
Level 1— General Plan. The General Plan establishes long-range islandwide goals,
policies, standards, and courses of action. It functions as the umbrella plan and sets the outer
limits within which County action must operate.
Level 2 — Second -Tier Plans. Community Development Plans, functional plans, and area
plans provide more detailed, place -based, or program -specific direction consistent with the
General Plan.
Level 3 — Implementation Mechanisms. Zoning and subdivision codes, operating
budgets, capital improvement programs, and other ordinances implement the policies of the
higher -level plans.
This hierarchy ensures that planning decisions are coordinated across scales, from
islandwide priorities to neighborhood -level actions, and that regulatory and investment decisions
are grounded in adopted policy.
Comprehensive revisions to the General Plan were adopted in 1989 (Ordinance No. 89-
142) and 2005 (Ordinance No. 05-25). This General Plan represents the most recent
comprehensive update, reflecting current conditions, community priorities, and the evolving
needs of Hawaii Island.
Section 1-4. Function.
The General Plan functions as the County's primary decision -making framework for land
use, development, and public investment rather than a detailed technical manual. It does not
replace zoning codes, engineering standards, or departmental master plans. Instead, it establishes
the policy foundation that those documents, programs, and actions are expected follow.
The purposes of the General Plan are to:
1) Guide land use and development patterns across Hawaii Island;
2) Identify the vision, values, and priorities of the County and its communities;
3) Provide a framework for decision -making, capital improvement priorities, and other
government programs;
4) Improve the physical environment of the County;
5) Align departmental actions and priorities;
6) Promote and safeguard the public interest and the welfare of the County as a whole;
and
7) Ensure that growth occurs in a manner consistent with community values.
iii
Section 1-5. How to Use This General Plan.
This General Plan is meant to be actively used. It should inform decisions as they are being
shaped, not consulted after choices have already been made.
When reviewing projects, programs, policies, budgets, or investments, decision -makers
should consider the applicable elements of the General Plan in full. The Goals, Policies, and
Actions are intended to be read together. No single provision should be interpreted in isolation.
The Plan is an integrated framework that balances multiple priorities and reflects islandwide and
place -based considerations.
In cases where policies point in different directions or where tradeoffs are necessary,
decisions should be evaluated for overall consistency with the County's adopted priorities,
intended long-term outcomes, and community values. The intent of the Plan as a whole should
guide interpretation, rather than by selective reliance on individual provisions.
County departments are expected to use the General Plan when developing work programs,
preparing budgets, proposing capital projects, updating regulations, and delivering services.
Elected officials should consult it when evaluating proposals, setting priorities, and providing
policy direction. Members ofthe public may to look to the Plan to understand how decisions are
made and how public investments align with adopted goals.
The General Plan is also designed to evolve. Monitoring, reporting, and periodic updates
are essential to ensuring that the Plan remains relevant and effective as conditions change over
time.
Section 1-6. The General Plan Land Use Map.
The General Plan Land Use Map is an integral component ofthis Plan. It provides a broad -
brush islandwide graphic representation of the general location and relationship of different land
use categories, and reflects the overall growth direction and pattern the County seeks to achieve
over the long-term.
The Land Use Map is a policy guide. It is intended to express the County's general land use
objectives in spatial terms and to identify, at a broad scale, the relative location of residential,
agricultural, commercial, industrial, conservation, and other land use categories across the island.
The Map is not a zoning map. It was not designed to assign a specific land use designation
to any individual parcel, and its boundary lines are not intended to be precise or parcel -specific.
As a standard of the General Plan, the broad -brush boundaries indicated are graphic expressions
of General Plan policies, particularly as they relate to land uses. They are long-range guides to
general location, not definitive determinations of any parcel's permitted uses.
IV
The General Plan Land Use Map and County zoning serve distinct and complementary
purposes. Zoning is a regulatory instrument that assigns specific, legally enforceable use
designations to individual parcels. The Land Use Map operates at a different level; it establishes
the general framework and policy direction within which zoning decisions are to be made.
A property's location on the Land Use Map should not automatically foreclose
consideration of a rezoning application. The significance of a Land Use Map designation shall be
considered in light of the advice of the Planning Director and the recommendations of the
Planning Commission, and evaluated in the context of the goals, policies, and actions of the
General Plan as a whole. When evaluating a change of County zoning, decision -maker should
focus primarily on consistency with the Plan's goals and policies, while remaining mindful of the
guidance provided by the Land Use Map.
Community Development Plans ("CDPs") and other second -tier plans may establish more
detailed land use patterns for their respective areas. Where CDPs identify desired land use
patterns consistent with the General Plan, the Land Use Map should be interpreted in a manner
that supports and is generally consistent with those locally adopted visions. At the same time, the
General Plan establishes islandwide priorities that apply across the County and informs how
resources, regulatory measures, and public investments are directed.
Amendments to the General Plan Land Use Map shall follow the amendment procedures
established by the County Charter and applicable ordinances. No amendment to the Land Use
Map shall be inconsistent with the goals and policies of this General Plan.
Section 1-7. Structure.
The General Plan is organized to be clear, practical, and easy to use. It is structured to
function as a working policy guide. Each element follows a consistent format so that readers can
quickly understand the County's intent, priorities, and responsibilities. Each element is organized
to move from broad context to specific responsibilities:
Findings and Purpose provide context, describe existing conditions, and explain why
the topic matters to the island's future.
Goals summarize the desired long-term outcomes and serves as a reference point for
evaluating consistency with County priorities.
Policies describe the principles and outcomes the County seeks to achieve, and guide
planning, regulation, and investment decisions.
Actions assign responsibility and identify implementation steps, translating policy
direction into day-to-day operations.
Together, these components connect vision, policy direction, and implementation in a clear
and consistent structure.
v
ELEMENT 1. IMPLEMENTATION.
Article 1. General.
Section 1-1-1. Findings and purpose.
The General Plan is the County's primary policy document for guiding growth, public
investment, and service delivery. Its effectiveness depends not only on the strength of its
individual elements, but on how consistently it is applied across County departments, programs,
and decision -making processes.
Implementation of the plan is a shared responsibility. County departments, agencies,
leadership, and partners all play a role in carrying out its policies through budgeting, capital
improvements, permitting, service delivery, and program development. Coordination, clear
policies, and follow-through are essential to achieving the Plan's intent.
The General Plan is also a public document. County services and decision -making
processes should be carried out in a manner that is accessible, transparent, and responsive,
allowing residents to understand how decisions are made and how public investments advance
adopted priorities.
This element establishes the administrative, financial, and procedural mechanisms used to
apply, monitor, and periodically update the General Plan in a disciplined and accountable
manner. It also consolidates crosscutting implementation responsibilities that apply across
multiple elements, including requirements for asset inventories, performance monitoring, and
community engagement.
Section 1-1-2. Goal.
Ensure that County actions, investments, and decisions are guided by this General Plan
through coordinated administration, responsible financing, meaningful community engagement,
ongoing monitoring, and clear accountability.
Article 2. Administration and Coordination.
Section 1-2-1. Policies.
1) General Plan alignment is a shared responsibility across all County departments. All
County departments should work collaboratively to implement the policies of this General
Plan when developing programs, reviewing projects, preparing budgets, and delivering
services.
2) Coordination improves outcomes and avoids unnecessary conflict or duplication.
Interdepartmental coordination should occur early in planning, project development, and
policy formulation to identify conflicts, align expectations, avoid duplication, and improve
outcomes.
3) Day-to-day operations should reinforce long-term County priorities. Departmental
programs, regulations, procedures, and work plans should align with the goals and
priorities of this General Plan.
4) The County's goals cannot be achieved by County government alone. The County
should coordinate with State, federal, nonprofit, and community partners to advance shared
objectives and leverage resources in support of General Plan priorities.
5) Public services should work for residents regardless of which department delivers
them. Public services should be delivered in a manner that is efficient, accessible, and
responsive to community needs; with attention to consistency across departments.
6) Planning for services must reflect where people live and how communities are
changing. County operations, services, and planning efforts should align with projected
population growth, land use patterns, and service demand identified in this General Plan.
7) Clear leadership direction is necessary when responsibilities or priorities overlap.
County leadership should provide guidance and direction to support cross -departmental
coordination and ensure that implementation of this General Plan remains consistent when
departmental priorities, policies, or responsibilities conflict.
Section 1-2-2. Actions.
a) Regular self -assessment helps ensure the Plan is actively used, not overlooked. All
County departments shall periodically review their programs, procedures, and operations to
assess consistency, ensure alignment with the goals and policies of this General Plan, and
make adjustments as necessary.
b) Coordinated review supports informed decision -making on major initiatives. The
planning department shall coordinate interdepartmental review of major development
projects, capital investments, and policy initiatives to support General Plan alignment.
c) Projects involving shared authority benefit from early and ongoing coordination.
County departments shall coordinate with State and federal agencies on projects involving
shared jurisdiction, regulatory authority, or funding to ensure consistency with General
Plan priorities.
d) Digital systems are essential tools for coordination and public access. The department
of information technology shall continue to expand and improve digital systems and online
services that support interdepartmental coordination and to improve public access to
County information and services.
e) Shared data supports better decisions and accountability. County departments shall
share relevant data, analysis, and information to support coordinated planning, informed
decision -making, and monitoring of outcomes.
f) Decision -makers should be able to clearly see how proposals relate to adopted policy.
Major staff reports, policy proposals, and capital project requests submitted for executive
or legislative consideration shall include a brief statement describing consistency with the
General Plan.
g) Disagreements should be resolved with reference to the Plan's overall intent. When
conflicts arise between departmental priorities, policies, or implementation responsibilities,
County leadership shall provide direction to resolve such conflicts in a manner consistent
with the goals, policies, and overall framework of this General Plan.
Article 3. Capital Improvements and Financing.
Section 1-3-1. Policies.
1) Public dollars should advance adopted County priorities. Public investments should
align with the goals and priorities of this General Plan.
2) Taking care of what exists is often the most responsible investment. The County should
prioritize capital improvements that maintain, rehabilitate, and replace existing facilities
and infrastructure before expanding new systems where feasible.
3) Capital spending shapes growth patterns and community form. Capital funding should
support development patterns that reinforce existing communities, designated town centers,
and planned growth areas identified in this General Plan.
4) Implementation depends on more than a single funding source. The County should
pursue diverse and sustainable funding sources to implement General Plan priorities.
5) Infrastructure should be timed to match real demand. Infrastructure and facility
investments should be phased to align with projected growth, land use patterns, and service
demand identified in this General Plan.
6) Long-term operating costs matter as much as initial construction. Capital investment
decisions should consider the full lifecycle costs of facilities and infrastructure, including
ongoing operations, maintenance, staffing, and replacement.
7) Not all General Plan actions require bricks and mortar. The County should recognize
and plan for non -capital implementation needs that are necessary to carry out the policies
of this General Plan.
Section 1-3-2. Actions.
a) The Capital Improvement Program should reflect adopted policy, not operate
independently of it. The department of finance, in partnership with the planning
department, shall work with each County department and agency to prepare and update the
Capital Improvement Program in alignment with the priorities of this General Plan.
b) Consistency with the Plan should be clear at the point of request. County departments
shall submit capital improvement requests that demonstrate consistency with applicable
General Plan elements.
c) Maintaining existing assets should be a funding priority. The department of finance
shall prioritize funding for maintenance, rehabilitation, and replacement of existing
facilities and infrastructure.
d) Coordinated projects reduce cost and disruption. County departments shall coordinate
capital projects across agencies and service providers to improve efficiency and reduce
duplication of work.
e) Multiple financing tools may be necessary to move projects forward. The County shall
pursue grants, bonds, improvement districts, and other financing mechanisms to support
capital projects that advance General Plan priorities.
f) Active monitoring supports timely delivery and accountability. The department of
finance shall monitor capital expenditures and funding availability to ensure timely project
delivery and informed budget decisions.
g) Understanding operating impacts supports sustainable investment. Capital project
proposals shall identify anticipated operating, maintenance, and staffing impacts associated
with the project, to the extent practicable.
h) Non -capital needs should be planned alongside capital investments. When
implementing General Plan actions, County departments shall identify non -capital resource
needs, such as staffing, programs, or regulatory changes, and consider these needs as part
of budget development and work program planning.
Article 4. Community Engagement.
Section 1-4-1. Policies.
1) County programs and services should be reachable by people across the island.
County programs and services should be accessible to residents in all regions of across
Hawaii Island, including those in rural and geographically isolated communities.
2) Public participation strengthens decision -making when it is meaningful and timely.
The County should provide meaningful opportunities for public participation early and
throughout planning and decision -making processes.
3) Engagement should reflect the diversity of the island's communities. Engagement
efforts should reach a broad cross-section of the community, including youth, seniors,
working families, and historically underserved populations that have historically had
limited access to decision -making processes.
4) Clear information supports informed participation. Public information should be
timely, accurate, and available through multiple formats and platforms to meet different
demands and preferences.
0
5) Listening to communities helps the County act before problems grow. The County
should design programs and services to anticipate and proactively address community
needs, rather than responding only after problems arise.
6) Where services are located affects who can use them. County facilities and service
locations should be planned and distributed to equitably serve communities across the
island in a fair and practical manner.
7) Community partnerships expand capacity and build trust. The County should actively
purse and collaborate with nonprofit and community -based partners to support service
delivery, leverage community capacity, and advance the goals and priorities of this General
Plan.
8) Community Development Plans provide a place -based foundation for engagement.
Community Development Plans should serve as a primary vehicle for place -based
engagement, helping translate General Plan policies into locally informed priorities and
actions.
Section 1-4-2. Actions.
a) Residents should be able to easily find and understand County information. County
departments shall provide clear and accessible public information regarding programs,
services, and procedures.
b) Major decisions warrant early and visible outreach. County departments and agencies
responsible for major planning efforts, policy decisions, and capital projects shall conduct
public outreach early and throughout the process.
c) Multiple channels help remove barriers to participation. County departments shall
provide opportunities for public input through in -person meetings, digital platforms, and
other accessible formats.
d) Online systems can expand access beyond in -person engagement. The department of
information technology shall maintain and improve online systems that allow residents to
access services, submit applications, and obtain information electronically.
e) Service access should be evaluated, not assumed. County departments shall evaluate the
distribution of service locations and facilities to identify gaps in access, particularly in
improving accessibility for underserved areas.
f) Creative approaches can extend the County's reach. The County shall expand public
access to programs and services through strategies such as satellite service locations,
mobile services, digital platforms, and targeted improved communication and outreach
regarding available programs.
g) Community input should influence outcomes, not disappear into a record. County
departments shall incorporate community feedback into program, project, and policy
development where appropriate and shall publicly communicate how community feedback
informed or affected decisions or priorities when feasible.
h) Consistent engagement practices improves the public experience. County departments
shall develop and apply consistent community outreach and community engagement
practices across departments to improve coordination and public participation.
Article 5. Monitoring, Reporting, and Updating.
Section 1-5-1. Policies.
1) Regular review helps keep the Plan relevant and effective. The County should regularly
evaluate system performance, service levels, capacity trends, infrastructure reliability, and
program outcomes to measure progress toward achieving General Plan goals.
2) Reliable data supports informed decision -making. County departments shall collect and
maintain performance data necessary to assess infrastructure capacity, service delivery
effectiveness, regulatory compliance, and community outcomes.
3) Transparency strengthens public trust and accountability. Implementation of this Plan
should be measurable and publicly reported in a manner that allows decision -makers and
residents to understand progress and challenges.
4) Monitoring informs course correction. Findings from performance evaluations shall
guide capital investment priorities, policy adjustments, regulatory updates, and Plan
amendments.
5) Elected officials play a central role in oversight and course correction. Reporting on
General Plan implementation shall provide the County Council with information necessary
for policy direction and fiscal oversight.
6) Monitoring responsibilities are shared across departments. While the planning
department coordinates reporting on General Plan implementation, individual departments
are responsible for evaluating the performance of systems and programs within their
authority.
Section 1-5-2. Actions; general.
a) Periodic reporting keeps implementation visible and accountable. The planning
department, in coordination with County departments and agencies, shall prepare periodic
reports summarizing progress toward implementation ofthis General Plan.
b) Evaluation depends on shared and reliable information. County departments shall
provide performance data necessary to infrastructure capacity service levels, regulatory
compliance, and program outcomes.
c) Clear metrics help the public and decision -makers understand progress. The County
shall maintain publicly accessible dashboards, reports, or tools to communicate measurable
progress toward General Plan goals.
d) Up-to-date maps and guidance support consistent application. The planning department
shall maintain current land use maps and supporting materials to ensure consistent
application of the Plan.
e) Amendments should reinforce the Plan's framework. Proposed amendments shall be
evaluated for consistency with the overall framework of this Plan.
f) Implementing regulations should stay aligned over time. Zoning, subdivision
regulations, and other implementing ordinances shall be reviewed and updated as necessary
to maintain alignment with this General Plan.
g) Community -level plans should evolve alongside the islandwide framework. The
planning department shall coordinate updates to Community Development Plans in
alignment with this General Plan.
h) Regular review by the legislative body reinforces accountability. At intervals
established by the County Council, progress reports shall be presented for legislative
review and discussion.
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ELEMENT 2. ECONOMY
Article 1. General.
Section 2-1-1. Findings and purpose.
The County finds that economic conditions shape how Hawaii Island residents live, work,
and remain rooted in their communities. Employment opportunities, wages, business viability,
cost of living, and access to essential goods and services directly influence household stability,
community well-being, and the County's ability to provide public services over time.
Economic conditions do not exist in isolation. They are closely interconnected with land
use patterns, housing availability, infrastructure capacity, transportation systems, natural
resource stewardship, and public services. Decisions made in one area of the General Plan
inevitably affect economic outcomes elsewhere, underscoring the need for coordination across
County policies and investments.
While many economic forces originate beyond the County's direct control, County actions
play a meaningful role in shaping local economic conditions. Through land use decisions,
infrastructure investment, workforce development, regulatory practices, and partnerships, the
County can influence where economic activity occurs, who benefits from it, and how resilient the
local economy is to external shocks.
Hawaii Island's economy has historically relied on a single dominant industry, evolving
from plantation agriculture to tourism. The COVID-19 pandemic underscored the risks of
overreliance on a narrow economic base and highlighted the importance of diversification, local
capacity, and economic stability rooted in community needs.
The County further finds that long-term economic prosperity depends on working within
the island's physical, cultural, and ecological limits. Economic activity must be aligned with the
island's community carrying capacity, infrastructure constraints, labor force realities, and the
stewardship of `aina and community resources. Growth that exceeds these limits can undermine
quality of life, strain public systems, and erode the very conditions that support economic
opportunity.
In light ofthese findings, the purpose of the Economy Element is to provide a coherent
framework for County decisions that affect economic activity. This Element guides policies and
actions that support diversification, strengthen local and community -based economies, improve
economic resilience, and ensure that economic development contributes to the long-term well-
being for Hawaii Island residents.
Section 2-1-2. Goal.
Hawaii Island's economy supports diverse industries, meaningful work, and local
enterprise and entrepreneurship, while strengthening community -based systems and safe-
guarding the long-term health of our people, places, and environment.
Article 2. Place -Based Revitalization.
Section 2-2-1. Policies.
1) Downtowns and historic plantation towns are anchors of community life. Downtown
and historic plantation -era town centers should be supported as mixed use community hubs
that integrate housing, employment, small businesses, civic uses, education, public
services, recreation, and daily social life.
2) Revitalization should be place -based and community -led. Revitalization efforts shall be
community -informed, reinforce local character, and prioritize preservation and adaptive
reuse over demolition where feasible.
3) Public investment should catalyze local economic activity. County investments in
revitalization areas should be targeted to catalyze local economic activity and strengthen
long-term economic viability.
4) Banyan Drive is a priority revitalization and stewardship area. Banyan Drive should be
revitalized through coordinated planning, clear governance, and long-term stewardship that
balances community benefit with visitor activity.
Section 2-2-2. Actions.
a) Establish a Community Revitalization Fund. The department of finance, in coordination
with relevant departments, shall establish a Community Revitalization Fund for designated
revitalization areas.
b) Prepare targeted Downtown Revitalization Plans. The planning department and the
department of research and development shall coordinate to prepare Downtown
Revitalization Plans that focus on economic strategy, infrastructure needs, business
attraction and retention, and design guidance specific to town centers.
c) Provide technical assistance and navigation support. The department of research and
development shall provide technical assistance to support revitalization initiatives.
d) Advanced coordinated stewardship of Banyan Drive. The planning department, in
coordination with the department of research and development, shall evaluate and pursue
long-term management and governance strategies for Banyan Drive.
e) Reduce regulatory barriers to revitalization. The planning department and the
department of public works shall review and recommend regulatory amendments to
facilitate adaptive reuse, mixed -use development, building rehabilitation, and streetside
improvements while maintaining health and safety standards.
Article 3. Tourism
Section 2-3-1. Policies.
1) Tourism must be intentionally planned and responsibly managed. Tourism should not
overburden communities, infrastructure, housing, or natural and cultural resources, and
should remain consistent with carrying capacity and community priorities.
2) Tourism should contribute to community well-being. Tourism should be evaluated not
only by visitor activity or revenue, but by measurable outcomes related to resident quality
of life and infrastructure performance.
3) Stewardship of place is essential. Heavily visited places should be managed first and
foremost for the benefit of residents and long-term resource health, with visitor access
accommodated where it can occur respectfully and sustainably.
4) Tourism revenues should be reinvested locally to offset impacts. Tourism revenues,
including the Transient Accommodations Tax, Green Fee, or similar mechanisms, should
be directed toward mitigating tourism impacts, supporting resident -serving infrastructure,
and stewardship.
5) Visitor accommodations should be thoughtfully located and scaled. Visitor
accommodations should be concentrated in areas with infrastructure capacity and near
visitor attractions or commercial centers to reduce sprawl, infrastructure strain, and undue
impacts on residential neighborhoods.
Section 2-3-2. Actions.
a) Align County tourism initiatives with General Plan policy. The department of research
and development shall align tourism initiatives with this General Plan and the County's
Destination Management Plan.
b) Evaluate place -based tools for managing visitor activity. The planning department, in
consultation with the department of research and development, shall assess the feasibility
of Visitor Destination Areas and similar zoning or management tools to better manage
visitor activity.
c) Implement the Destination Management Plan. The department of research and
development shall ensure implementation, regular review, and public reporting of Hawaii
Island's Destination Management Plan, in coordination with State agencies and relevant
partners.
d) Prioritize community -aligned tourism enterprises. In administering tourism -related
programs or incentives, the department of research and development shall prioritize
locally -rooted, culturally grounded, and community -aligned enterprises.
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e) Direct tourism revenues with intention and accountability. The department of research
and development and the department of finance shall develop fiscal mechanisms — such as
special funds, a grant program, or budgetary allocations — to ensure tourism -generated
revenues are used to:
i) Mitigate visitor impacts on infrastructure, housing, and public services;
ii) Maintain and steward heavily visited natural, cultural, and commercial areas; and
iii) Support resident -serving facilities, access, and community well-being.
Article 4. Agriculture and Food Systems.
Section 2-4-1. Policies.
1) Agricultural land is a critical public resource. It shall remain County policy to protect
lands designated as Important Agricultural Lands from development, with priority given to
lands actively used or capable of being used for food production and agricultural
livelihoods.
2) Agriculture sustains culture, community, and long-term security. The County shall
prioritize food security, stewardship of `aina, and expanded access to Hawaii Island grown
food for residents while supporting viable agricultural livelihoods.
3) Agriculture should be viable, innovative, and locally rooted. The County supports
diversified, value-added, and regenerative agricultural activities that strengthen farm
viability, innovation, local incomes, and intergenerational participation.
4) Public support should advance genuine agricultural use. County incentives, grants, tax
benefits, and regulatory allowances related to agriculture should be directed to legitimate
agricultural operations and outcomes, consistent with the purpose and intent of each
program.
5) Water is foundational to agriculture. Reliable and affordable agricultural water systems
are essential to long-term viability and drought preparedness.
6) Protecting agriculture requires proactive biosecurity. The County supports coordinated
biosecurity prevention, early detection, and mitigation to protect agricultural productivity,
food security, and cultural practices.
Section 2-4-2. Actions.
a) Align land use regulations with active agriculture. The planning department shall review
and update land use designations and regulations to better support active agriculture,
including on -farm processing and related activities.
b) Align County agricultural initiatives with General Plan policy. The department of
research and development shall align agriculture -related programs to with this General Plan
and resident food security priorities.
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c) Preserve agricultural lands for long-term use. The department of research and
development, in partnership with the planning department and the department of finance,
shall explore tools to protect agricultural lands for long-term use, including conservation
easements, agricultural parks, and long-term leases.
d) Strengthen local food systems. The department of research and development shall support
initiatives such as farm -to -school programs, institutional purchasing, community gardens,
and food hubs that connect local food producers with residents and institutions.
e) Invest in shared agricultural infrastructure. The department of research and
development shall support work with farmers, cooperatives, and community organizations
to establish or expand shared -use facilities and strengthen local food production and value-
added enterprises.
f) Promote Hawaii Island agricultural products. The department of research and
development shall establish and maintain distinct "Made on Hawaii Island" and "Grown
on Hawaii Island" designations to strengthen market recognition and consumer trust.
g) Expand access to capital for agriculture. The department of research and development,
in partnership with the department of finance, shall expand access to capital for agricultural
operations and food system enterprises.
h) Support agricultural water systems. The department of water supply shall evaluate
opportunities, where feasible and appropriate, to support agricultural water access and
irrigation infrastructure in coordination with State agencies.
i) Support small and emerging farmers. The department of research and development and
the department of water supply shall assist small and emerging farmers in accessing
affordable water, shared infrastructure, and technical assistance in coordination with State
partners.
j) Advance agricultural biosecurity. The department of research and development, in
coordination with relevant State agencies, shall support biosecurity initiatives including
early detection, education, response coordination, and invasive species mitigation affecting
agricultural lands and food production.
Article 5. Film, Media, and Creative Industries.
Section 2-5-1. Policies.
1) Film, media, and creative industries are key to Hawaii Island's economy and identity.
The County supports locally rooted film, media, and creative industries, as contributors of
economic diversification, cultural expression, and career pathways.
2) How Hawaii Island is portrayed matters. Media created on or about Hawaii Island
should accurately and respectfully reflect the island's culture, history, people, and lived
realities, recognizing the influence media has on public understanding and perception.
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3) Productions should approach Hawaii Island as a living place, not just a backdrop.
Film, media, and creative productions shall operate in a culturally respectful,
environmentally responsible, and community -conscious manner and prioritize local
participation where feasible.
4) Local people and businesses should benefit directly. Productions should prioritize local
talent, labor, vendors, and services whenever feasible, contributing to workforce
development and the local creative economy.
Section 2-5-2. Actions.
a) Simplify and clarify how productions work on the island. The department ofresearch
and development shall maintain a streamlined assistance and navigation function for
productions.
b) Provide a clear County point of contact. The film office shall serve as the County's
primary liaison for film, media, and creative productions, providing guidance on
permitting, locations, workforce resources, cultural awareness, and community
coordination.
c) Set clear expectations for responsible production. The film office, in collaboration with
cultural practitioners and community partners, shall develop and maintain:
i) A Media Code of Conduct outlining culturally, socially, and environmentally
responsible practices; and
ii) A Local Resource Guide identifying Hawaii Island -based talent, businesses, and
services.
d) Build local creative careers and Hawaii Island storytelling. The department of research
and development shall work with educational institutions, nonprofits, and creative
organizations to support training, mentorship, and business development for local creatives
and shall prioritize County support for local media projects that tell Hawaii Island's stories
and reflect community perspectives.
e) Use public assets intentionally. When County facilities, lands, or resources are used to
support media or creative activity, departments shall ensure such use aligns with General
Plan policies, community benefit, and responsible stewardship of place.
Article 6. Construction, Manufacturing, and Entrepreneurship.
Section 2-6-1. Policies.
1) The County should act as a facilitator, not only a regulator. For large publicly sensitive
development projects, the County should play a proactive role in convening developers,
regulatory agencies, and the community to support coordination and communication while
maintaining regulatory boundaries.
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2) Permitting is clear, consistent, and service -oriented. County review processes should
provide predictable requirements, timely review, and clear communication while upholding
health, safety, and environmental standards.
3) Construction capacity is essential to meeting island needs. A strong, locally based
construction sector is critical to delivering housing, infrastructure, public facilities, and
disaster recovery projects in a timely and cost-effective manner.
4) Local manufacturing strengthens economic self-reliance. Small- and medium -scale
manufacturing should be supported to reduce reliance on imports and strengthen local
supply chains.
5) Local production requires appropriate and affordable space. The County should
support access to properly zoned and serviced spaces for light industrial and production
uses.
6) Entrepreneurship and local ownership matter. The County should support entrepreneurs
and locally owned businesses as drivers of innovation, job creation, and community wealth,
with an emphasis on sectors that meet local needs and build long-term economic stability.
7) Skilled trades are essential to a strong local economy. The County should support
workforce pathways that strengthen construction, manufacturing, and skilled trades
capacity.
Section 2-6-2. Actions.
a) Improve permitting systems to reduce unnecessary cost and delay. The department of
public works, in partnership with the planning department, shall continue to modernize and
coordinate permitting systems to reduce duplication, clarify requirements, and shorten
review timelines, while maintaining health and safety standards.
b) Support cost -reducing construction innovation. The department of research and
development shall support pilot projects that explore cost -reducing and resilient
construction methods.
c) Advance a circular manufacturing economy. The department of research and
development, in partnership with the department of environmental management, shall
support circular economy initiatives that convert waste streams.
d) Promote Hawaii Island -made goods. The department of research and development shall
maintain and promote a "Made on Hawaii Island" designation to improve market visibility
for locally produced goods.
e) Connect local businesses to markets. The department of research and development shall
support opportunities that connect local producers with local and regional markets.
f) Expand technical assistance for entrepreneurship and trades. The department of
research and development shall expand access to technical assistance for entrepreneurship,
manufacturing, and skilled trades.
g) Strengthen work -based learning opportunities. The department of research and
development, in partnership with educational institutions, labor organizations, industry
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partners, and County departments, shall support pre -apprenticeships, apprenticeships, and
paid work -based learning opportunities in construction, manufacturing, and skilled trades.
Article 7. Science and Technology.
Section 2-7-1. Policies.
1) Science and technology should serve Hawaii Island. The County supports science and
technology as tools for economic opportunity, problem -solving, and environmental
stewardship when they produce clear, demonstrable benefits for Hawaii Island residents.
2) Hawai`i Island has unique strengths that should be leveraged responsibly. Science and
technology should be supported where they align with community priorities and contribute
to local workforce development, economic opportunity, and community well-being.
3) Innovation must respect place, culture, and natural systems. Science and technology
should respect cultural heritage, natural resources, and physical environment, particularly
where projects intersect with culturally sensitive places.
4) Research should lead to real world outcomes. The County should prioritize efforts that
translate research into practical applications and tangible outcomes, including workforce
and educational opportunities, local businesses development, improved public services,
environmental protection, or solutions to island -specific challenges.
Section 2-7-2. Actions.
a) Coordinate science and technology partnerships. The department of research and
development shall serve as the County's primary liaison to the University of Hawaii
system, State agencies, research institutions, and private sector on science and technology
initiatives.
b) Support applied and community -relevant innovation. The department of research and
development shall support applied and community -relevant initiatives with direct benefits
to Hawaii Island.
c) Align science initiatives with County priorities. The department of research and
development shall help align science and technology initiatives with County goals related
to energy, environmental stewardship, infrastructure resilience, and long-term community
well-being.
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Article 8. Health, Wellness, and Healthcare Access.
Section 1-8-1. Policies.
1) Access to care is essential to community stability and well-being. Timely access to
healthcare and wellness services is fundamental to quality of life, workforce participation,
and community stability.
2) Health is shaped by place, housing, and daily life. Land use patterns, housing,
transportation, food access, parks, and cultural practices influence well-being and should be
considered in County decision -making.
3) Healthcare access must reflect island geography and rural realities. The County should
support distributed, flexible, and place -appropriate approaches to healthcare access,
including mobile services, satellite facilities, and telehealth infrastructure, particularly in
underserved and remote areas.
4) Cultural and community -based wellness practices matter. Traditional Hawaiian healing
practices and culturally grounded approaches to wellness should be respected and
supported alongside modern healthcare services where consistent with safety and
applicable law.
5) County actions should enable — not replace — healthcare delivery. The County's role is
to remove barriers, coordinate infrastructure and land use decisions, and support
partnerships that improve access to care, rather than to operate or manage healthcare
services directly.
6) Caregiving and health -related work are essential community functions. Healthcare and
caregiving roles should be supported through workforce pathways and supportive
infrastructure.
Section 1-8-2. Actions.
a) Identify and address gaps in healthcare access. The department of research and
development shall work with public, private, and nonprofit partners to identify geographic
and service gaps and support solutions.
b) Plan for healthcare and wellness facilities through land use decisions. The planning
department shall consider healthcare, elder care, and wellness facilities in land use
planning, zoning, and permitting decisions to support compatibility, accessibility, and
community needs.
c) Invest in healthy places and preventive infrastructure. The department of parks and
recreation, in coordination with other County departments, shall continue to support parks,
trails, and open spaces that promote physical activity, mental health, and social connection.
d) Support culturally grounded wellness partnerships. The department of research and
development shall facilitate partnerships that expand and improve access to culturally
competent health education, prevention, and wellness programming.
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e) Coordinate healthcare workforce pathways. The department of research and
development shall coordinate with educational institutions, healthcare providers, and
workforce partners to support local pathways into healthcare and caregiving careers,
consistent with County workforce priorities.
Article 9. County Labor and Workforce.
Section 1-9-1. Policies.
1) The County should lead by example as the employer. As one of the largest employers on
Hawaii Island, the County's commitment to economic opportunity for local families
should be reflected in its employment practices, workplace culture, and employee relations.
2) Workplace policies should reflect real life. In workforce and personnel decisions, the
County should recognize the everyday realities facing local working families, including
cost of living, childcare, transportation, housing, and access to education and training.
3) Youth pathways are a long-term investment. The County should prioritize youth
employment opportunities, including internships, apprenticeships, and entry-level career
pathways to build future workforce capacity.
4) Workforce development should be intentional, adaptive, and forward -looking. County
workforce programs and personnel practices should align with operational needs, service
delivery goals, succession planning, and long-term workforce stability.
Section 1-9-2. Actions.
a) Expand County workforce development programs. The department of human resources,
in partnership with the County's workforce development office, shall expand workforce
development programs, including:
i) Internships, apprenticeships, and trainee programs for high school students, college
students, and recent graduates;
ii) Career pathway planning to support employee advancement, skill development, and
retention;
iii) Training and professional development opportunities accessible across departments;
and
iv) Outreach and recruitment efforts that promote the County as a competitive and
attractive workplace.
b) Plan proactively for workforce needs. The department of human resources, in partnership
with County departments and agencies, shall regularly assess short- and long-term staffing
needs, anticipated retirements, and critical skill gaps to guide recruitment, training, and
workforce planning.
c) Remain competitive in the local labor market. The department of human resources shall
evaluate wage and non -wage strategies to support recruitment and retention.
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d) Strengthen workforce pipelines into County service. The department of human
resources shall maintain and expand partnerships with schools, the University of Hawaii,
unions, nonprofit organizations, and other feeder programs to support recruitment, training,
and career pathways into County employment.
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ELEMENT 3. MALAMA `AINA AND COMMUNITY RESOURCES.
Article 1. General.
Section 3-1-1. Findings and purpose.
Hawaii Island is defined by its land and waters, and by the enduring relationship
between people and place. From mauka forests and upland watersheds to coastal shorelines and
nearshore fishing areas, the island's natural and cultural landscapes sustain life, shape
community identity, and carry forward `ike passed through generations. These places are not
interchangeable or expendable; they are living systems that require care, restraint, and respect.
Hawaii Island's residents have long understood "He all `i ka `aina, he kauwa ke kanaka"
the land is a chief, man is her servant. Healthy forests protect water sources. Intact shorelines
support food systems and public access. Cultural landscapes, historic sites, and wahi pana anchor
community memory and belonging. When these systems are tended well, they sustain families,
communities, and local livelihoods. When they are neglected or overburdened, the impacts are
felt across generations.
Some natural, historic, and cultural places can support education, shared use, and public
access. Others require privacy, protocol, or limited access to protect their meaning, integrity, and
ongoing cultural practices. Responsible stewardship recognizes that care does not always mean
visibility, and that discretion can be essential to preservation.
The island's economy and daily life are inseparable from its resources. Agriculture,
fishing, recreation, and local livelihoods depend on clean water, healthy ecosystems, open space,
and continued access to the shoreline. At the same time, Hawaii Island is shaped by powerful
natural forces —including volcanic activity, earthquakes, flooding, wildfire, coastal change, and
erosion — that require humility, preparedness, and land use decisions grounded in local
conditions.
Malama `aina includes active management of land and resources. Responsible
stewardship may require intervention, including forest and watershed management, game
management, invasive species control, and access for subsistence practices such as hunting,
fishing, and gathering. When guided by `ike, science, and community knowledge, these practices
contribute to ecosystem health, food security, and cultural continuity.
Growth and development must work within the limits of the island, not against them.
Planning for the future requires balancing use with protection, access with responsibility, and
short-term needs with long-term care of `aina. This includes honoring cultural practices,
protecting public trust resources, and reducing avoidable risks to people and infrastructure.
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Hawaii Island is also particularly vulnerable to biosecurity threats. Invasive plants,
animals, insects, and pathogens pose serious risks to native ecosystems, agriculture, water
systems, cultural practices, and public health. Preventing new introductions and managing
existing invasive species are essential to the long-term care of `aina and require coordinated
action across agencies, landowners, and communities.
Accordingly, the purpose of this Element is to guide County policies and actions toward
the responsible stewardship of Hawaii Island's natural and cultural resources. This Element
provides direction to protect and restore the systems that sustain life, support appropriate access,
reduce exposure to known hazards, and ensure that County decisions reflect a lasting
commitment to malama `aina for present and future generations.
Section 3-1-2. Goal.
Steward Hawaii Island's land and waters through protection, responsible use, active
management, and partnership, ensuring that natural systems, cultural places, public trust
resources, and access for subsistence and cultural practice are sustained in ways that support
community well-being, resilience, and a strong sense of place for generations to come.
Article 2. Scenic and Environmental Resources.
Section 3-2-1. Policies.
1) Hawai`i Island's defining landscapes require intentional protection. The County should
safeguard significant natural landscapes, open spaces, scenic vistas, and shorelines that
shape Hawaii Island's character, identity, and sense of place.
2) Plan development with humility toward sensitive places. Development should be
planned and sited to avoid sensitive environmental areas where possible and to minimize
impacts to forests, wetlands, beaches, streams, riparian corridors, and watersheds when
avoidance is not feasible.
3) Native ecosystems are the foundation of environmental health. Conservation,
preservation, and restoration efforts should prioritize native ecosystems and habitats,
recognizing their ecological importance and cultural significance.
4) Invasive species threaten `aina and require active response. The County should actively
support the prevention, control, and management of invasive species that threaten native
ecosystems, agriculture, water resources, and cultural landscapes, recognizing invasive
species as a primary driver of ecological degradation on Hawaii Island.
5) Scenic resources depend on scale and setting. Scenic viewplanes and prominent natural
features, including mountains, coastlines, valleys, and other defining landscapes, should be
M
protected from obstruction or development that is out of scale or incompatible with their
surroundings.
6) Landscaping should strengthen ecosystems. Landscaping for public and private
development should incorporate native and drought -tolerant vegetation appropriate to local
conditions and contribute to ecological function, resilience, and visual quality.
7) Connected landscapes should support both ecology and livelihoods. The County should
encourage the preservation of large, connected open spaces and green infrastructure,
including agricultural, ranching, and forest lands that function as working landscapes and
contribute to environmental health, recreation, and scenic continuity.
8) Working landscapes require active stewardship. Forests, agricultural lands, ranchlands,
and open spaces should be managed as living systems, including through practices such as
vegetation management, controlled access, game management, and restoration, to maintain
ecological function and reduce long-term risk.
9) Access must be balanced with long-term stewardship. Scenic and environmental
resource protection should be carried out in ways that maintain appropriate public access,
consistent with safety, cultural practices, and long-term care of the land.
10) County actions should model responsible stewardship. Through its own projects,
facilities, and public investments, the County should demonstrate responsible design, long-
term care of the land, and sound stewardship practices.
Section 3-2-2. Actions.
a) Effective protection begins with understanding what exists. The planning department
shall identify and map significant scenic resources, view corridors, working landscapes,
and environmentally sensitive areas, and ensure that this information informs zoning,
subdivision, and permitting decisions.
b) Design standards should reflect the surrounding landscape. The planning department
shall develop and maintain clear standards or guidelines for site design, building
placement, and landscaping that reduce visual impacts, respect surrounding context, and
protect sensitive environmental features.
c) County lands should demonstrate best practices in stewardship. The department of
public works and the department of parks and recreation shall prioritize the care,
restoration, and long-term maintenance of County -owned open spaces, parks, and shoreline
areas, using appropriate native vegetation where practicable.
d) Land use regulations should encourage thoughtful development patterns. The planning
department shall review existing regulations and recommend amendments that support
clustered development, protect scenic and natural features, and preserve open space and
working landscapes.
e) The County should restore lands under its care where damage has occurred. The
office of sustainability, climate, equity, and resilience shall coordinate efforts to restore
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degraded natural areas on County lands where feasible, working collaboratively with other
County departments and community partners.
f) Coordinate invasive species control on County lands. The office of sustainability,
climate, equity, and resilience, in coordination with relevant departments and partners, shall
support invasive species prevention and control efforts on County -managed lands,
including early detection, rapid response, and long-term management strategies.
g) Public projects should embed stewardship from the outset. All County departments
shall incorporate native landscaping, water -efficient irrigation, and low -impact
development practices into the planning and design of County facilities and capital
projects, to the extent practicable.
h) Resource protection extends beyond County boundaries. The office of sustainability,
climate, equity, and resilience shall work with State and federal agencies to support the
protection, management, and appropriate public use of coastal and shoreline resources.
i) Support community -led stewardship and management. Where appropriate, the County
shall work with lineal descendants, community organizations, cultural practitioners,
hunters, fishers, and land stewards to support stewardship activities — such as hunting,
invasive species removal, restoration work, and malama `aina programs— that strengthen
ecosystem health, food security, living cultural practices.
Article 3. Public Access.
Section 3-3-1. Policies.
1) Access to land and water is a public responsibility. The County should ensure that
residents and visitors have safe and reasonable access to beaches, shorelines, trails, open
spaces, and other public natural areas that support recreation, cultural practice, and daily
life.
2) Protect and expand access where it has been lost or constrained. Public access to
shorelines and natural areas should be preserved and, where feasible, restored or expanded,
particularly in places where access has been limited development, infrastructure, or
physical barriers.
3) Design access with care for place. Access improvements should be planned and
maintained in ways that protect environmental resources, respect surrounding
neighborhoods, and honor nearby cultural sites and practices.
4) Stewardship and safety must guide access management. The County should manage
public access in a manner that protects sensitive habitats, respects private property rights,
and prioritizes public safety without necessarily restricting appropriate use.
5) Access is essential to cultural practice and continuity. Traditional and customary Native
Hawaiian gathering, access routes, and cultural practices should be recognized, respected,
and accommodated in the planning and management of public access.
IN
6) Development should maintain long-standing public connections. New development
should provide, protect, or enhance public access connections where appropriate,
particularly where historic routes or shoreline access have existed.
7) Subsistence access supports food gathering and land stewardship. Public access
policies should recognize the role of hunting, fishing, and gathering in local food security,
cultural practice, and active land stewardship, and support safe and appropriate access to
designated areas in coordination with responsible agencies.
8) Access must remain usable across generations. Public access infrastructure should be
clearly marked, safely designed, and regularly maintained to ensure long-term usability and
public benefit.
Section 3-3-2. Actions.
a) Effective access planning begins with knowing what exists. The planning department
shall identify, map, and maintain an inventory of existing and potential public access
points, including beaches, shorelines, trails, open spaces, and commonly used access
routes.
b) The development process should help secure public access. The planning department
shall require the dedication or preservation of public access easements where allowed by
law as part of subdivision, zoning, or development approvals as appropriate.
c) Access improvements should be functional, safe, and context -sensitive. The department
of public works, in coordination with other County departments, shall improve and
maintain County -owned access points, including signage, pathways, parking, and basic
safety features appropriate to the setting.
d) Coordinate access routes that cross jurisdictional boundaries. The County shall work
with State and federal agencies to secure, enhance, and manage public access across lands
with shared or adjacent jurisdiction, including shoreline areas and designated management
lands.
e) Subsistence access for hunting and gathering requires coordination. Where
appropriate, the County shall coordinate with State agencies and local community partners
to support safe, managed public access to designated hunting, fishing, and gathering areas,
consistent with resource protection, public safety, and applicable law.
Article 4. Historic and Cultural Sites.
Section 3-4-1. Policies.
1) Historic and cultural resources anchor Hawaii Island's identity. The County should
protect, preserve, and honor historic, archaeological, and cultural resources that give
Hawaii Island its identity, history, and sense of place.
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2) Cultural review should be early in the process. Significant historic sites, cultural
landscapes, traditional gathering areas, and places of cultural importance should be
identified early and thoughtfully considered in land use and development decisions, rather
than addressed only as mitigation.
3) Cultural resources are irreplaceable and warrant the highest level of care. Significant
adverse impacts to historic and cultural resources should be avoided wherever possible.
4) Distinguish cultural access from general access. Where appropriate, access to historic
and cultural places should prioritize cultural practitioners and lineal descendants, with
broader public access provided only when it can occur without harm to the place or its
meaning.
5) Keeping historic places in use supports long-term preservation. The preservation and
adaptive reuse of historic structures and districts should be encouraged to maintain
community character, extend the life of existing buildings, and reduce unnecessary
demolition.
6) Stewardship depends on partnership and is a shared responsibility. Planning for and
long-term care of historic and cultural places should be grounded in collaboration with
cultural practitioners, lineal descendants, community organizations, and relevant State and
federal agencies.
7) Cultural landscapes include living practices. Cultural resources should be understood to
include not only sites and structures, but also ongoing practices such as cultivation,
gathering, fishing, ceremony, and land -based knowledge that sustain relationships between
people and place.
8) Knowledge and mo`olelo can build care when applied appropriately. Education,
interpretation, and storytelling connected to historic and cultural resources should be
supported to in ways that strengthen understanding and stewardship across generations,
while recognizing that some places require protection through discretion rather than
promotion.
Section 3-4-2. Actions.
a) Effective protection begins with accurate and current information. The planning
department shall maintain and periodically update an inventory ofknown historic,
archaeological, and culturally significant sites in coordination with the State Historic
Preservation Division and other appropriate agencies.
b) Potential impacts should be understood before decisions are made. Prior to
discretionary approvals that may affect known or potential historic or cultural resources,
the planning department shall require appropriate surveys or assessments, consistent with
applicable law.
c) Protection must be carried through all stages of review. The planning department shall
ensure that the protection of significant historic and cultural resources is integrated into
zoning, subdivision, and permitting decisions.
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d) County -owned cultural resources require consistent care. The department ofparks and
recreation and the department of public works, in partnership with the planning department,
shall prioritize the protection, restoration, and routine maintenance of historic and cultural
sites located on County -owned lands.
e) Reuse should be guided, not discouraged by default. The planning department, in
coordination with the department of public works, shall develop guidelines that encourage
the preservation and rehabilitation of historic structures and districts, including the
consideration of adaptive design and reuse integrates uses, sites, resources, and design
elements in an appropriate historically- and culturally -sensitive manner.
f) Engagement should be meaningful and appropriate to place. The planning department
shall consult, as appropriate, with cultural practitioners, lineal descendants, and community
organizations when planning projects that may affect culturally significant sites or
practices.
g) Interpretation should be applied thoughtfully and selectively. The department of parks
and recreation and the department of research and development shall support interpretive
materials and programs where appropriate to increase awareness ofhistoric and cultural
resources, recognizing that some places require protection through discretion rather than
promotion.
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ELEMENT 4. PUBLIC SERVICES & FACILITIES.
Article 1. General.
Section 4-1-1. Findings and purpose.
Public services and facilities are fundamental to the health, safety, and daily functioning
of Hawaii Island communities. County -provided services such as public safety, solid waste
management, parks, and civic facilities support quality of life, enable economic activity, and play
a critical role during emergencies and disasters. The availability, condition, and location ofthese
services and facilities directly affect response times, access, operating costs, and public
confidence in government.
As Hawaii Island continues to change, the demand for public services and facilities will
also evolve. Population growth patterns, geographic constraints, aging infrastructure, fiscal
realities, and exposure to natural hazards all influence how services are delivered and how
facilities perform over time. Deferred maintenance or poorly coordinated investment can
increase long-term costs, reduce service reliability, and limit the County's ability to respond
effectively to both everyday needs and emergency conditions.
The County is responsible for managing a wide range of public assets and services in a
manner that is practical, efficient, and responsive across urban, town, and rural communities.
This responsibility includes maintaining existing facilities, planning for future needs,
coordinating with land use and infrastructure decisions, and ensuring that services are accessible
to residents throughout the island. While some related systems are managed by State or federal
agencies, County services and facilities must be planned with awareness of how those systems
affect local operations, access, and public safety outcomes.
This element establishes policies and actions to guide the planning, operation,
maintenance, and improvement of County public services and facilities. It focuses on facility
stewardship, public safety and emergency readiness, solid waste management, and parks and
recreation, with an emphasis on reliability, access, coordination, and long-term public value.
Together, these policies are intended to support everyday community needs while strengthening
the County's capacity to serve residents during periods of growth, disruption, and recovery.
Section 4-1-2. Goal.
Provide safe, reliable, and accessible public services and facilities that equitably serve all
communities and support the well-being of Hawaii Island residents.
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Article 2. County Facilities and Asset Management.
Section 4-2-1. Policies.
1) County facilities should serve the public safety and effectively every day. County
facilities should be designed, operated, and maintained to meet safety standards and
support the day-to-day needs of the communities they serve.
2) Facility decisions should align with how and where communities grow. Planning,
siting, and expansion of County facilities should be coordinated with land use designations,
infrastructure capacity, transportation access, and anticipated population growth.
3) Taking care of what the County already owns should come first. The County should
prioritize the maintenance, rehabilitation, and replacement of existing facilities and assets
before constructing new facilities, as a fiscally responsible approach to asset management
and managing public resources.
4) Facilities must continue to function during emergencies and disruptions. County
buildings and critical facilities should incorporate durable, hazard -aware design features
that support continued operation during disasters and emergency conditions.
5) Facilities should be flexible and serve more than one purpose when possible. Where
feasible, County facilities should be designed or adapted for shared or multi -purpose use to
support multiple programs, departments, or community functions and maximize public
benefit.
6) Public buildings should be accessible and responsive to diverse users. Conty facilities
should be planned and operated to accommodate persons with disabilities, youth, seniors,
and others with specialized needs through inclusive design and thoughtful programming.
Section 4-2-2. Actions.
a) Maintain a complete and up-to-date inventory of County facilities and major assets.
The department of public works, in coordination with other County agencies as
appropriate, shall maintain a complete and current inventory of County -owned buildings,
facilities, and major assets to support planning and informed decision -making.
b) Regularly assess facility conditions and maintenance needs. The department of public
works, in coordination with other County agencies as appropriate, shall regularly evaluate
the condition of County facilities and identify priorities for maintenance, repair,
rehabilitation, and replacement.
c) Capital planning should be coordinated and transparent. The department of public
works shall prepare and update capital improvement plans for County facilities based on
condition assessments, service needs, and available funding.
d) Facility planning should reflect land use and population trends. The planning
department shall coordinate with other departments to ensure that facility planning aligns
with land use designations and projected population changes.
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e) Apply durable and energy -efficient design standards to public facilities. The
department ofpublic works shall incorporate durable, hazard -aware, and energy -efficient
design standards into new construction and major facility renovations where feasible.
f) Identify opportunities for shared or joint use of County facilities. The department of
public works shall evaluate opportunities for shared or multi -purpose use of County
facilities that could improve access, reduce costs, or better serve community needs.
Article 3. Protective Services and Public Safety.
Section 4-3-1. Policies.
1) Protecting life and property is the core responsibility of public safety services. Police,
fire, and emergency services should be staffed, equipped, and organized to provide timely
and reliable response to everyday incidents, emergencies, and islandwide events.
2) Public safety resources should be distributed to serve all communities across the
island. Staffing levels, facilities, and equipment should be allocated based on geography,
population, hazard exposure, and service demand to ensure fair and consistent coverage.
3) Public safety facilities and equipment must remain functional over time. Public safety
stations, apparatus, and critical infrastructure should be maintained, repaired, and
modernized as needed to support effective operations.
4) Public safety services should maintain a visible and accessible presence in
communities. Public safety facilities and service delivery should be located and operated
in ways that promote accessibility, approachability, trust, and responsiveness.
5) Emergency services should remain operational during disasters and major
disruptions. Public safety facilities, systems, and staffing models should be planned and
managed to remain operational during natural hazards, power outages, and other
emergency conditions.
6) Public facilities should support multiple roles during emergencies. Where feasible,
County facilities should be designed or adapted to serve multiple roles during disasters,
including emergency sheltering, coordination, or resource distribution.
7) Public safety planning must align with land use and infrastructure decisions. The
siting, capacity, and access to public safety facilities should be coordinated with land use
patterns, transportation networks, and utility systems to ensure response and coverage.
8) Emergency warning systems must function islandwide. Warning sirens and public alert
systems should provide clear, timely, and consistent notifications to residents and visitors
in all communities to support life safety during emergencies.
9) Community readiness and prevention should be part of the public safety framework.
The County should support coordination among agencies, communities, and community
organizations to strengthen preparedness, education, and risk -reduction efforts.
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10) Large-scale emergencies require coordinated response. The County should coordinate
with State, federal, and inter -island partners to strengthen mutual aid, resource sharing, and
unified response during major disasters and islandwide or statewide emergencies.
Section 4-3-2. Actions.
a) Maintain staffing, facilities, and equipment for islandwide law enforcement services.
The police department shall maintain the personnel, facilities, and equipment necessary to
provide law enforcement services throughout Hawaii Island.
b) Maintain staffing, stations, and apparatus for fire and emergency response. The fire
department shall maintain the staffing, stations, and equipment needed to provide fire
suppression, rescue, and emergency medical services throughout Hawaii Island.
c) Regularly evaluate service coverage and future needs. The police department and fire
department shall regularly assess service areas and identify facility, staffing, and equipment
needs based on population changes, development patterns, and risk factors.
d) Strengthen partnerships between public safety agencies and communities. The police
department, fire department, and civil defense agency shall implement community -based
programs that support safety education, prevention, and coordination with residents and
organizations.
e) Plan and prioritize capital improvements for public safety facilities. The department of
public works shall coordinate with public safety departments to plan and prioritize capital
improvements for stations and related facilities to support effective operations.
f) Maintain prevention programs to reduce safety risks. The fire department shall operate
inspection and prevention programs that address fire and life -safety hazards.
g) Maintain clear planning and coordination for emergency operations. The civil defense
agency shall maintain emergency operations plans and coordinate County emergency
management activities.
h) Maintain reliable communications systems for emergency operations. The police
department, fire department, and civil defense agency shall maintain communication
systems needed to support coordinated emergency response.
Article 4. Natural Hazards.
Section 4-4-1. Policies.
1) Protecting life and critical infrastructure is a core public responsibility. The County
should protect life, property, and critical infrastructure from avoidable exposure to natural
hazards through coordinated planning, investment, and mitigation.
2) Growth should avoid areas of highest hazard risk where feasible. Land use decisions
should direct growth away from areas subject to significant risk from flooding, coastal
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inundation, erosion, wildfire, lava flow, seismic activity, or other natural hazards where
feasible, consistent with adopted land use policies.
3) Development in hazard areas must reduce risk, not compound it. Development in
hazard -prone areas should incorporate appropriate siting, design, and mitigation measures
to reduce risk to people, structures, and public infrastructure.
4) Natural systems are critical hazard mitigation infrastructure. Natural systems,
including wetlands, floodplains, dunes, reefs, forests, and other landscape features that
provide protective functions, should be preserved and restored as cost-effective hazard
mitigation measures.
5) Nature -based solutions should be prioritized whenever practicable. Hazard mitigation
strategies should prioritize nature -based and non-structural solutions before structural or
engineered interventions where practicable.
6) Hazard planning must be coordinated across County services. The County should
coordinate hazard planning with infrastructure investment, emergency management, and
capital improvement programs to reduce risk and improve long-term resilience.
Section 4-4-2. Actions.
a) Use development standards to limit exposure in high -risk areas. The planning
department and the department of public works shall evaluate and recommend land use
regulations or development standards that limit or discourage intensive development in
high -risk hazard areas and mitigate potential impacts of developments within these areas.
b) Design and maintain infrastructure to reduce flood and erosion risk. The department
of public works shall design, construct, and maintain drainage and stormwater
infrastructure that reduces flooding, erosion, and runoff impacts consistent with adopted
master plans.
c) Protect and restore natural drainage and floodplain systems. The department of public
works and the planning department shall prioritize the protection and restoration of natural
drainageways, wetlands, and floodplains that provide stormwater storage and flood
mitigation benefits.
d) Public education is essential to community preparedness. The civil defense agency, in
coordination with other County departments, shall continue public education and outreach
programs regarding tsunami, hurricane, flood, wildfire, volcanic, and seismic hazards.
e) Hazard data must be kept current and accessible. The planning department shall
coordinate with State and federal agencies to update hazard maps and incorporate new data
into County planning processes as it becomes available.
f) External funding should support hazard mitigation and resilience. The department of
research and development shall pursue grants and partnerships that support hazard
mitigation, resilience planning, and infrastructure improvements.
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Article 5. Solid Waste Management.
Section 4-5-1. Policies.
1) Solid waste services should be reliable and available to all communities. The County
should provide consistent and dependable solid waste services for residents and businesses
across Hawaii Island, regardless of location or community size.
2) Waste reduction at the source should be a long-term priority for the island. The
County should steadily move toward a zero -waste future by prioritizing reduction, reuse,
recycling, composting, and other diversion strategies to reduce reliance on disposal and
extend the life of existing facilities.
3) Waste diversion options should be accessible islandwide. Reuse, recycling, composting,
and other diversion practices should be reasonably available to residents and businesses in
all regions of Hawaii Island.
4) County operations should model responsible waste practices. County facilities and
programs should minimize waste generation and demonstrate practical approaches to waste
reduction, reuse, recycling, and diversion.
5) Solid waste facilities should be planned for long-term service and compatibility. Solid
waste facilities should be designed, sited, and operated to provide adequate capacity,
protect environmental resources, and remain compatible with surrounding communities and
land uses.
6) Public education should support responsible waste management. The County should
promote awareness and understanding of waste reduction, reuse, recycling, and proper
disposal practices through ongoing education and outreach.
7) The County should evaluate innovation carefully and transparently. Emerging waste
management technologies and strategies, including material recovery, reuse, and energy -
related systems, should be evaluated where they align with environmental protection,
operational reliability, and community needs.
8) Solid waste systems should be prepared to manage debris generated by disasters and
major emergencies. The County should plan for the collection, temporary staging,
processing, and disposal of disaster -related debris in a way that protects public safety,
environmental resources, and timely community recovery.
Section 4-5-2. Actions.
a) Operate and maintain core solid waste facilities and services. The department of
environmental management shall operate and maintain landfills, transfer stations, and
related solid waste facilities to meet islandwide service needs.
b) Expand composting and green waste diversion where feasible. The department of
environmental management shall identify opportunities to add or expand composting and
green waste diversion facilities at transfer stations and other appropriate locations.
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c) County facilities should participate fully in diversion programs. The department of
environmental management shall coordinate recycling, reuse, composting, and diversion
programs at County -owned facilities to reduce disposal volumes.
d) Improve access to collection and diversion services over time. The department of
environmental management shall evaluate and expand collection and diversion services
where feasible to improve access for underserved areas.
e) Monitor landfill capacity and plan for future disposal needs. The department of
environmental management shall monitor landfill capacity, diversion rates, and projected
disposal needs.
f) Solid waste operations should minimize impacts on surrounding communities. The
department of environmental management shall develop and apply operational standards
for solid waste facilities that reduce environmental, traffic, noise, and odor impacts on
surrounding communities and natural resources.
g) Provide ongoing public education on waste reduction practices. The department of
environmental management shall maintain outreach and education programs to help
residents and businesses understand available waste services and best practices.
h) Facility siting should align with land use and infrastructure planning. The planning
department shall work with the department of environmental management and department
of public works to ensure land use decisions support the appropriate siting and expansion
of solid waste facilities.
i) Evaluate opportunities to reduce waste streams to landfills. The department of
environmental management shall explore emerging waste management technologies and
strategies, including energy -related systems where they align with environmental
protection, operational reliability, and community needs.
Article 6. Recreation and Community Well -Being.
Section 4-6-1. Policies.
1) Parks and recreational spaces are essential to community well-being. County parks,
recreational facilities, programs, trails, and open spaces should provide safe, welcoming
places that support physical activity, social connection, and quality of life for people of all
ages and abilities.
2) Health is shaped by place and daily experience. Recreation and community spaces
should support everyday movement, access to nature, cultural practices, and opportunities
for rest and connection, recognizing that well-being extends beyond formal recreation.
3) Recreational opportunities should reflect diverse community needs. The County should
offer a range of recreational facilities and experiences, including active, passive, cultural,
educational, and arts -related uses, distributed across communities.
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4) Access to recreational and wellness -supporting spaces should be equitable. Parks,
recreational facilities, and programs should be planned and improved to serve youth,
seniors, persons with disabilities, and residents in rural or underserved areas.
5) Community gathering strengthens resilience and social connection. Recreational
facilities and open spaces should support everyday use as well as community events,
cultural activities, civic participation, and informal gathering that strengthens neighborhood
life.
6) Natural and cultural resources must be respected in recreational planning. Parks and
open spaces should provide public access while respecting environmental conditions,
cultural sites, and surrounding landscapes.
7) Recreational facilities should be durable, accessible, and easy to maintain. Design and
construction of recreational facilities should emphasize long-term usability, accessibility,
and lifecycle maintenance, rather than short-term features that are costly to sustain.
8) Shared use and partnerships can expand access and programming. The County should
pursue partnerships and shared -use arrangements to expand recreational, cultural,
educational, and wellness opportunities where appropriate.
9) Parks and recreational facilities should be maintained to remain safe, usable, and
welcoming over time. Ongoing maintenance, repair, and reinvestment should be treated as
essential to preserving public access, safety, and the long-term value of parks and
recreational facilities, not as secondary to new construction.
Section 4-6-2. Actions.
a) Identify gaps in recreational access and target investment. The department of parks and
recreation shall evaluate islandwide access to parks, aquatic facilities, trails, and other
recreational facilities and prioritize improvements in communities with limited options.
b) Maintain an inventory of parks and recreational facilities and their conditions. The
department of parks and recreation shall maintain an inventory of parks and recreational
facilities and regularly assess maintenance, repair, and improvement needs.
c) Capital planning should balance growth and upkeep. The department of parks and
recreation shall plan and prioritize capital improvements to address safety, accessibility,
and long-term facility needs alongside routine maintenance.
d) Facilities and programs should serve a wide range of users. The department of parks
and recreation shall develop facilities and year-round programming that serves youth,
seniors, and other populations with specialized needs, including culturally grounded and
intergenerational activities.
e) Accessibility must be built into design and operations. The department of parks and
recreation shall design, upgrade, and manage parks and facilities to meet applicable
accessibility standards and reduce barriers to participation.
f) Maintain consistent standards for safety, cleanliness, and strengthened community
health outcomes. The department of parks and recreation shall establish and apply
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operational standards to ensure parks remain safe, clean, and functional so that users can
perform physical activities and experience social connection.
g) Recreation planning should align with land use and growth. The planning department
shall coordinate with the department of parks and recreation to align park and facility
planning with residential growth patterns and land use designations.
h) Coordinate with other jurisdictions where recreational lands overlap. The department
of parks and recreation shall work with State and federal agencies when recreational
facilities or lands involve shared or overlapping responsibilities.
i) Balance routine maintenance needs with capital improvements. The department of
parks and recreation shall plan and budget for routine maintenance, repairs, and lifecycle
needs to ensure parks and facilities remain safe and accessible over time.
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ELEMENT 5. PUBLIC UTILITIES.
Article 1. General.
Section 5-1-1. Findings and purpose.
Reliable public utilities are essential to the health, safety, economic well-being, and daily
functioning of Hawaii Island's communities. Water supply, wastewater treatment, stormwater
management, energy, and telecommunications systems support homes, businesses, agriculture,
public services, and emergency response across the island.
Land use patterns and development decisions directly influence the demand, cost, and
performance of utility infrastructure. The location, scale, intensity, and timing of growth affect
system capacity, long-term maintenance obligations, and the County's ability to provide reliable
service in a fiscally responsible manner. Coordinating land use planning with infrastructure
investment is critical to protecting quality of life and public resources.
Hawaii Island's size, geography, and settlement patterns require flexible, context -
sensitive infrastructure solutions. In some areas, centralized systems are appropriate and cost-
effective. In others, decentralized or on -site systems may provide a better fit. Uniform,
islandwide approaches are not always practical or efficient, and infrastructure solutions should
be evaluated and right -sized based on local conditions, risks, and long-term service needs.
Public utility systems are interdependent. Reliable water service depends on electricity.
Emergency response relies on telecommunications. Failures in one system can disrupt others.
Planning, investment, and operations must account for these interconnections, particularly during
emergencies, natural hazards, and service disruptions.
Utility infrastructure requires substantial long-term investment. Decisions about
expansion, upgrades, and service levels directly affect affordability for residents, businesses, and
ratepayers. Balancing system reliability, environmental protection, and long-term cost impacts is
essential to sustaining public trust and ensuring that basic services remain accessible over time.
This element establishes policies and actions to guide the planning, operation, and
investment of public utilities in a manner that supports existing communities, aligns with planned
growth, protects environmental resources, and ensures responsible stewardship of public
infrastructure.
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Section 5-1-2. Goal.
Provide safe, reliable, and efficient public utility systems that serve existing communities,
support planned growth, protect environmental resources, and remain affordable over the long
term.
Article 2. Water Supply.
Section 5-2-1. Policies.
1) Safe and dependable drinking water is a basic public service and public trust. The
County should ensure reliable and adequate potable water service for homes, businesses,
agriculture, and public facilities in existing and planned development areas.
2) Meeting future water needs requires shared responsibility. The County should work
proactively with private landowners, developers, and other partners to identify
opportunities for shared investment in new water sources and infrastructure that meet
County standards.
3) Water system planning should reinforce the County's land use vision. Water system
improvements should be planned and prioritized in alignment with the County's land use
policies and designated growth areas.
4) Growth should occur where water service can be provided responsibly and efficiently.
Land use and development decisions should be coordinated with planned or available water
system capacity to avoid overextension, service gaps, or unnecessary public costs.
5) Protecting water sources is essential to long-term water security. Watersheds, recharge
areas, and drinking water sources should be protected from contamination, overuse,
degradation, and depletion.
6) Maintaining existing infrastructure is as important as building new systems. The
County should prioritize maintenance, repair, rehabilitation, and replacement of aging or
inadequate water infrastructure to ensure continued reliability.
7) Efficient water use helps stretch limited resources and control costs. The County
should encourage water conservation and efficiency across residential, commercial,
agricultural, and public sectors to reduce demand on limited supplies.
8) Decentralized systems can be appropriate in certain contexts. Well -designed private
catchment and other decentralized approaches should be recognized as viable alternatives
where appropriate, reducing unnecessary demand on public infrastructure while supporting
household and community needs.
9) New development should minimize its impact on limited water supplies. In areas with
constrained or vulnerable water resources, new development should incorporate design
measures that reduce net water demand and move toward water -neutral or low -impact use.
10) Agriculture must be considered alongside other water needs. Water planning decisions
should account for agricultural water demands in coordination with residential,
commercial, and public uses.
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Section 5-2-2. Actions.
a) Sound planning depends on understanding existing system capacity. The department of
water supply shall maintain a current inventory of water sources, storage facilities, and
distribution infrastructure and regularly assess system capacity and deficiencies.
b) Capital investments should be guided by system priorities and long-term needs. The
department of water supply shall plan and prioritize capital improvements to maintain
system reliability, address deficiencies, and support planned growth.
c) Rate structures should encourage conservation while supporting system health. The
department of water supply shall evaluate water rate structures and pricing strategies,
including progressive rate schedules, to encourage efficient use while supporting financial
sustainability.
d) Development standards should reflect limited water resources. The department of water
supply shall develop and apply standards for water -efficient and, where appropriate, water -
neutral development.
e) County water assets require active protection and stewardship. The department of
water supply shall protect County water sources and facilities through operational
practices, land use coordination, and collaboration with other agencies.
f) Long-range planning supports reliable service over time. The department of water
supply shall maintain and regularly update water master plans to guide phased system
improvements and long-term investment.
g) Infrastructure readiness should guide development timing. The planning department
and the department of water supply shall coordinate development approvals with the
availability and timing of water infrastructure.
Article 3. Wastewater and Sewer.
Section 5-3-1. Policies.
1) Protecting public health and water quality is the core purpose of wastewater systems.
The County should provide wastewater systems that operate safely, function reliably, and
prevent harm to people and the environment.
2) Wastewater infrastructure should reinforce the County's planned growth pattern.
Wastewater system planning and expansion should align with the County's land use
policies and designated growth areas to ensure efficient use ofpublic resources.
3) Centralized sewer systems are most appropriate where density supports them. Public
sewer service should be focused in areas with sufficient density and demand to support the
cost, complexity, and long-term operation of centralized collection and treatment systems.
4) Existing systems must be kept functional before expanding service elsewhere. The
County should prioritize the maintenance, repair, and replacement of aging or failing
wastewater infrastructure to avoid service disruptions and environmental harm.
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5) Wastewater solutions should be based on actual risk, not uniform mandates.
Wastewater planning and investment decisions should apply proportionate, risk -based
approaches that site -specific conditions such as soil characteristics, proximity to
waterways, elevation, density, and system performance.
6) Preventing contamination of water resources is non-negotiable. Wastewater systems
should be designed, operated, and maintained to prevent contamination of groundwater,
streams, and coastal waters.
7) State and County coordination is essential for workable wastewater policy. The
County should coordinate with State agencies to pursue context -sensitive wastewater
solutions that prioritize areas with the greatest public health and environmental risk while
minimizing unnecessary financial and logistical on residents.
8) Reclaimed water can reduce pressure on limited potable supplies. Treated wastewater
and reclaimed water should be reused where to conserve potable supplies and support
irrigation, landscaping, agriculture, fire protection, and other suitable non -potable uses.
9) On -site system improvements should be targeted where problems are documented.
Upgrades to on -site, decentralized, or individual wastewater systems should be prioritized
in areas with demonstrated environmental or public health risks.
Section 5-3-2. Actions.
a) Effective planning begins with understanding existing systems. The department of
environmental management shall maintain an inventory of both public and private
wastewater collection, treatment, and disposal infrastructure and regularly assess system
capacity and deficiencies.
b) Capital investments should focus on reliability and risk reduction. The department of
environmental management shall plan and prioritize capital improvements to address
system failures, capacity constraints, and documented environmental or public health
concerns.
c) Land use decisions must reflect wastewater service realities. The planning department
shall align land use designations and development approvals with available or planned
wastewater capacity.
d) Different conditions require different wastewater solutions. The department of
environmental management and the planning department shall coordinate with the State to
develop and apply standards for centralized, decentralized, and on -site wastewater systems
consistent with site conditions and public health requirements.
e) Areas with the highest risk should receive attention first. The department of
environmental management shall prioritize wastewater improvements in locations where
system conditions pose risks to groundwater or surface water quality.
f) Water reuse should be planned as part of the overall wastewater system. The
department of environmental management shall incorporate reclaimed water reclamation
opportunities into wastewater system planning and operations where feasible.
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g) Infrastructure readiness should guide the pace of development. The planning
department and the department of environmental management shall coordinate
development approvals with the availability and timing ofwastewater infrastructure.
Article 4. Stormwater and Green Infrastructure.
Section 5-4-1. Policies.
1) Stormwater systems must protect people and property from flooding. Stormwater
infrastructure should be designed and managed to reduce flood risk, prevent damage to
homes, properties, roadways, public facilities, and other critical infrastructure.
2) Managing runoff upstream helps prevent harm downstream. Stormwater planning and
design should minimize erosion and reduce downstream impacts to streams, coastal waters,
and sensitive natural resources.
3) New development should manage stormwater close to where it falls. New development
and redevelopment should incorporate on -site stormwater management measures that slow
runoff, promote infiltration, and reduce the burden on downstream systems where site
conditions allow.
4) Natural drainage features are assets, not obstacles. Streams, wetlands, floodplains, and
other natural drainage features should be preserved and integrated into stormwater
management systems where practicable.
5) Stormwater can be managed as a resource, not just a waste product. Where feasible,
stormwater should be captured and reused for appropriate purposes such as irrigation,
landscaping, or groundwater recharge.
6) Green infrastructure should be applied where it will perform effectively. Green
infrastructure practices and low -impact development practices, such as vegetated swales,
permeable surfaces, infiltration basins, and similar techniques, should be used where site
conditions support their effectiveness in reducing runoff and improving water quality.
Section 5-4-2. Actions.
a) Effective stormwater management depends on knowing what infrastructure exists.
The department of public works shall maintain an inventory of drainage infrastructure,
including culverts, channels, basins, and related facilities.
b) Flood risks and system failures should guide capital priorities. The department of
public works shall plan, prioritize, and implement capital improvements to address
drainage deficiencies and areas prone to flooding.
c) Clear standards help ensure consistent and effective stormwater design. The
department of public works shall develop and apply stormwater design standards for public
and private development.
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d) On -site stormwater management should be a routine part of development review. The
planning department shall require new development to incorporate on -site stormwater
management measures that are consistent with County standards and site conditions.
e) County projects should demonstrate effective stormwater practices. The department of
public works shall incorporate green infrastructure practices into the design and
improvement of County roads, parks, and public facilities where feasible.
f) Existing drainage systems require ongoing attention to function properly. The
department of public works shall maintain, rehabilitate, and upgrade existing drainage
facilities to improve long-term performance and reduce failures.
g) Tracking system performance helps guide future investment. The department of public
works shall monitor drainage conditions, impervious surface trends, and system
performance to inform stormwater planning and capital improvement priorities.
h) Long-term system reliability may require dedicated funding. The department of public
works shall evaluate the feasibility of establishing a stormwater utility or other dedicated
funding mechanism to support long-term system maintenance and capital improvements.
Article 5. Energy and Electricity.
Section 5-5-1. Policies.
1) Reliable and affordable electricity is essential to daily life and economic activity. The
County should support reliable and affordable electrical service for residents, businesses,
agriculture, and public facilities across Hawaii Island.
2) Energy facilities should fit their surroundings and respect nearby communities.
Energy infrastructure should be planned and located in a manner that is compatible with
surrounding land uses and that minimizes environmental, visual, and community impacts.
3) Reducing energy waste helps control long-term costs. The County should encourage
energy efficiency and conservation as practical ways to reduce overall demand and long-
term system costs.
4) Locally produced energy can strengthen self-sufficiency when appropriately sited.
Renewable and locally generated energy resources, including solar, wind, geothermal,
waste -to -energy conversion and other appropriate technologies, should be supported where
they make sense for the island and are compatible with community context.
5) Diversifying energy sources improves system stability. The County should support a
diversified mix of energy sources and increased local generation to reduce reliance on
imported fuels and improve long-term energy security.
6) Energy decisions should account for full costs and ratepayer impacts. Energy policies
and investments should consider lifecycle costs, system reliability, and affordability for
residents and businesses.
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7) Alternative ownership and partnership models may be appropriate in some cases. The
County should evaluate opportunities for public, cooperative, or public -private ownership
or partnership models that could improve local control, service quality, or affordability,
where feasible and consistent with applicable law.
8) Public facilities should lead by example in energy use. County buildings and
infrastructure should incorporate energy -efficient design and on -site renewable energy
systems where feasible and cost-effective.
9) Energy systems must withstand disruptions and hazards. Electricity infrastructure
should be planned and maintained to reduce vulnerability to storms, natural hazards, and
service interruptions.
10) Land use planning should anticipate future energy needs. The County should
coordinate land use decisions with the siting and expansion of energy facilities and
transmission infrastructure needed to serve planned growth.
Section 5-5-2. Actions.
a) Energy facility needs should be considered early in the planning process. The planning
department shall incorporate energy facility siting considerations into land use planning
and development review as appropriate.
b) County renewable systems must be properly maintained to deliver benefits. County
departments shall maintain and operate installed renewable energy systems to ensure they
function as intended and provide expected performance benefits.
c) Clear siting standards can reduce conflict and uncertainty. The planning department
shall develop and apply siting and design standards for energy facilities to minimize
impacts on adjacent uses and environmental resources.
d) County projects should prioritize efficient energy use. The department of public works
shall incorporate energy -efficient design practices into County facilities and infrastructure
projects.
e) The County should remain engaged in State energy decision -making. The department
of research and development shall monitor and participate in the State Public Utilities
Commission proceedings, where appropriate, to advocate for Hawaii Island interests and
ratepayers.
f) Improving County energy performance requires understanding current use. The
department of public works shall assess energy use and performance across County
facilities and prioritize upgrades based on cost-effectiveness and operational benefit.
g) Major infrastructure decisions should account for energy reliability. The planning
department and the department of public works shall consider energy resilience and
reliability when planning capital improvements and large infrastructure projects.
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Article 6. Telecommunications and Broadband.
Section 5-6-1. Policies.
1) Reliable communications are essential for modern daily life and public safety. The
County should support dependable, affordable, and high-speed telecommunications
services for residents, businesses, schools, and public facilities.
2) Access to broadband should not depend on where someone lives. Broadband
infrastructure should be available in both urban and rural communities to reduce service
gaps and support economic, educational, and civic participation.
3) Telecommunications facilities should be thoughtfully integrated into communities.
Telecommunications facilities should be sited and designed to minimize visual,
environmental, and neighborhood impacts while meeting service needs.
4) System reliability improves when infrastructure reflects local conditions.
Telecommunications systems should prioritize resilient and durable infrastructure,
including underground or hardened installations where feasible, to reduce vulnerability to
storms and natural hazards.
5) Public safety and emergency response rely on dependable communications. Public
facilities and critical infrastructure should maintain reliable dependable
telecommunications capacity to support emergency coordination, disaster response and
public safety operations.
6) Digital tools can improve how residents access County services. The County should use
digital technology to make public services more accessible, efficient, and responsive to
community needs.
7) Digital access must be paired with digital skills. The County should partner with schools,
libraries, and community organizations to support digital literacy and technology training,
particularly for seniors, students, and underserved populations.
Section 5-6-2. Actions.
a) County facilities should have reliable and modern connectivity. The department of
information technology, or other applicable departments, shall maintain and improve
broadband connectivity at County buildings and facilities.
b) Clear siting standards help balance service needs and community character. The
planning department shall develop and update siting and design standards for
telecommunications facilities.
c) Infrastructure projects should coordinate utility installation whenever possible. The
department of public works shall coordinate the placement of underground or co -located
telecommunications infrastructure in conjunction with roadway and capital improvement
projects where feasible.
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ELEMENT 6. HOUSING.
Article 1. General.
Section 6-1-1. Findings and purpose.
Access to safe, stable, and affordable housing is essential to the health, economic
security, and overall well-being of Hawaii Island residents. Housing availability directly affects
workforce stability, educational outcomes, public health, and the strength of families and
communities. A sufficient supply of housing across a range of types and price points is
fundamental to sustaining a high quality of life and a locally rooted economy.
For decades, Hawaii has faced a housing crisis that has deepened following the 2009
Great Recession and the 2020 global pandemic. On Hawaii Island, housing pressures are
intensified by rising construction and land costs, home prices and rents that outpace local
incomes, and a high share of properties owned by individuals or entities that do not reside on the
island. These conditions contribute to housing cost burdens, overcrowding, displacement, and
homelessness, and make it increasingly difficult for local families to rent or own homes in the
communities they call home.
Housing challenges on Hawaii Island are interconnected and affect residents differently
depending on income, life stage, and housing tenure. Renters face escalating costs and limited
options; first-time buyers struggle to find attainable starter homes; older housing stock continues
to deteriorate; and housing development is constrained by land use policies, development
standards, funding gaps, insurance costs, and regulatory complexity. As housing becomes less
attainable, some residents are forced to leave the island in search of stability and opportunity,
while others remain but face increasing financial and personal strain.
While much of the housing supply is delivered through the private market, the County
plays a critical role in shaping housing outcomes through land use decisions, infrastructure
investments, permitting processes, partnerships, and public funding programs. The County also
has a responsibility to preserve and maintain existing housing, create conditions that support
responsible investment and a strong local construction industry, reduce barriers that
unnecessarily constrain housing production, and intervene strategically to protect at -risk housing
during periods of market instability. Housing stability is also most vulnerable in the aftermath of
disasters, underscoring the importance of preserving existing housing and planning for recovery
in ways that support residents remaining in their communities.
Housing instability exists along a continuum, from cost -burdened and overcrowded
households to housing insecurity and homelessness. Homelessness represents the most acute
outcome of a constrained housing system and cannot be addressed through emergency response
or enforcement alone. Long-term reductions in homelessness depend on increasing housing
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supply, preserving existing units, and ensuring access to appropriate housing options that meet a
range of needs.
This work cannot be accomplished by the County alone. Meaningful progress requires
coordination among County, State, and federal partners, as well as collaboration with nonprofit
organizations, community foundations, financial institutions, landowners, and the private
development community. Residents across Hawaii Island are calling for housing solutions that
are attainable, truly affordable, and grounded with local needs — solutions that move beyond top -
down approaches toward more collaborative, community -informed models that prioritize people,
place, and long-term stability.
Accordingly, this element establishes policies and actions to preserve and rehabilitate
existing housing, increase housing supply, expand affordable and homeownership opportunities,
and address homelessness through housing -based solutions. Through a proactive and locally
informed approach, Hawaii County seeks to strengthen its housing ecosystem and ensure that
residents can continue to live, work, and build futures on this moku.
Section 6-1-2. Goal.
Ensure that all Hawaii Island residents have access to safe, stable, and affordable housing
across a range of types and price points, supporting family stability, community well-being, and
long-term economic security.
Article 2. Affordable Housing.
Section 6-2-1. Policies.
1) Affordable housing solutions should reflect local conditions, not one -size -fits -ail
models. Affordable housing strategies should be locally driven and reflect Hawaii Island's
distinct community priorities, cultural values, environmental conditions, and regional
differences.
2) Public resources should be directed to households facing the greatest housing
pressure. The County should prioritize the development and preservation of housing
affordable to low- and moderate -income households, including workforce families, seniors,
and residents with special needs.
3) Public tools should be used strategically to grow lasting affordability. Public
investments, incentives, and regulatory tools should be used to increase the supply of
income -restricted and below -market housing units. When public incentives or resources are
involved, affordability requirements should be clearly defined, measurable, and enforceable
to ensure long-term community benefit.
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4) Affordable housing should be located in proximity to daily life. Affordable housing
should be sited in areas with reasonable access to infrastructure, employment, schools,
services, and transportation.
5) Affordable housing should contribute to complete neighborhoods. Affordable housing
developments should support livable communities through appropriate infrastructure, open
space, and community -serving amenities, rather than being isolated from surrounding uses.
6) Public land is a long-term community asset. County- and State-owned lands should be
leveraged to support affordable and workforce housing through long-term ground leases,
land trusts, and similar mechanisms that preserve long-term affordability.
7) Invest in the infrastructure that makes affordable housing possible. The County should
treat infrastructure as a prerequisite to affordable and workforce housing by investing in or
helping to finance infrastructure needed to support housing development, particularly in
planned growth areas.
8) Make the path to approval clear and predictable for affordable housing projects.
Development review processes for affordable housing should be coordinated, transparent,
and continuously improved to reduce unnecessary delays while maintaining public
accountability.
9) Housing forms should balance cost efficiency and community fit. Affordable housing
strategies should support a range of housing types and scales, including multi -family,
small -lot, and other cost-effective housing forms, suited to local needs and contexts.
10) The County should act as a connector across sectors. The County should serve as a
strategic funder, facilitator, and convener to align public, private, nonprofit, and
philanthropic partners around shared affordable housing goals.
Section 6-2-2. Actions.
a) Dedicated funding tools provide stability for affordable housing efforts. The office of
housing and community development shall administer and maintain funding mechanisms to
support the development, acquisition, and preservation of affordable housing.
b) County dollars should be leveraged to their fullest extent. The office of housing and
community development shall leverage financing authorities, including the general excise
tax and improvement districts, and pursue State, federal, and private funding sources, such
as tax credits, grants, and partnerships.
c) Affordable housing projects should move through review efficiently. All County
departments involved in reviewing affordable housing project permits and plans shall
prioritize and expedite permit reviews and approvals for qualifying affordable housing
projects, consistent with County law.
d) Regulations should not add cost without clear public benefit. The planning department
shall evaluate zoning, subdivision, and land use regulations and recommend changes that
reduce unnecessary barriers to the development of affordable housing.
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e) Work directly with partners to turn ideas into completed homes. The office of housing
and community development shall coordinate with nonprofit and private developers to
identify suitable sites, assemble financing, and advance affordable housing projects.
f) Public investments should result in lasting affordability. The office of housing and
community development, in partnership with the planning department, shall evaluate and
strengthen County laws and policies to ensure housing developed with public assistance,
land, or regulatory incentives remains affordable for a defined period through enforceable
mechanisms.
g) Clear expectations improve consistency and accountability. The office of housing and
community development shall develop guidance and best practices for community
engagement, project delivery, and affordability outcomes for affordable housing projects to
manage expectations and improve consistency and accountability.
Article 3. Housing Supply and Production.
Section 6-3-1. Policies.
1) Meeting community needs requires more homes and different types. The County
should increase the overall supply and diversity ofhousing units to better meet the current
and projected needs of Hawaii Island residents.
2) Housing options should reflect how people actually live. A wide range of housing types,
sizes, and price points should be allowed and encouraged, including single-family, multi-
family, small -lot development, accessory dwelling units, multi -generational housing, and
other compact or "missing middle" forms.
3) New housing should be focused where services and infrastructure already exist. New
housing development should be prioritized in areas with existing or planned infrastructure,
access to services, employment, public services, and transportation.
4) Infill and reuse should come before outward expansion. Infill development and the
efficient use of vacant or underutilized land within established communities should be
prioritized ahead of expansion into undeveloped areas.
5) Regulatory systems should protect safety without constraining production. Land use
regulations, building codes, and permitting processes should protect public health and
safety while minimizing unnecessary costs, delays, or complexity that constrain housing
production.
6) Existing buildings are an important housing resource. The County should support
rehabilitation, redevelopment, and adaptive reuse of existing residential and non-residential
structures for housing where appropriate.
7) Housing growth must be coordinated with infrastructure capacity. Housing production
should be aligned with planning for water, wastewater, drainage, transportation, and other
essential infrastructure.
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8) Construction methods and delivery models affect affordability and timing. The County
should encourage innovative, cost-effective, and efficient construction methods and
development approaches that reduce housing costs and speed delivery while meeting safety
and quality standards.
Section 6-3-2. Actions.
a) Regulatory capacity should be reviewed and updated. The planning department shall
periodically evaluate zoning, subdivision, and land use regulations and recommend
amendments that increase housing capacity and allow a wider variety of housing types.
b) Housing growth should be directed to the most appropriate locations. The planning
department, in coordination with the office of housing and community development, shall:
i) Identify and map areas suitable for infill and higher -density housing based on
proximity to infrastructure, services, and employment and prioritize these areas for
residential development; and
ii) Consider and propose land use policies and regulations that increase residential
density in such areas.
c) Small-scale and missing middle housing should be easier to deliver. The planning
department shall allow or expand opportunities for accessory dwelling units, multi -family
housing, and other small-scale or missing middle housing types consistent with County
objectives.
d) Infrastructure planning should support housing priorities. The department of public
works, in coordination with the planning department, shall align capital improvement
planning and infrastructure investments with areas targeted for increased housing.
e) Permitting processes should be coordinated and efficient. The planning department and
the department of public works shall streamline and coordinate permitting processes to
reduce review time for housing projects, consistent with County law.
f) Standards that add cost without benefit should be revisited. The department of public
works, in coordination with the planning department, shall review building and
development standards and recommend revisions that reduce unnecessary construction
costs while maintaining life -safety standards.
g) Adaptive reuse should be supported with clear standards. The department of public
works shall develop or refine standards to facilitate adaptive reuse of commercial,
industrial, or institutional buildings for residential purposes.
h) Redevelopment opportunities should be actively pursued. The office of housing and
community development shall collaborate with nonprofit and private partners to identify
underutilized or redevelopment -ready properties that could support new housing.
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Article 4. Homeownership.
Section 6-4-1. Policies.
1) Homeownership helps anchor families and communities. The County should expand
opportunities for Hawaii Island residents to purchase and retain homes in the communities
where they live, work, and have family ties.
2) Public efforts should on households excluded from the current market.
Homeownership programs should prioritize low- and moderate -income households,
workforce families, and first-time homebuyers.
3) Preventing displacement is as important as creating new opportunities. County
policies and programs should support long-term housing stability for resident homeowners
and reduce the risk of displacement.
4) Affordability over time requires more than one ownership model. A range of
ownership models should be encouraged, including fee -simple, leasehold, shared -equity,
cooperative, and community land trust arrangements that balance individual ownership
with long-term affordability and local stewardship.
5) Public land should advance lasting homeownership outcomes. County -owned or
County -controlled land should be strategically used to support affordable and attainable
homeownership opportunities and should prioritize long-term community benefit over
short-term unit production.
6) Existing homes are a critical part of the ownership landscape. The rehabilitation, repair,
and maintenance of existing owner -occupied housing should be supported to preserve
neighborhood stability, prevent loss of housing stock, and help residents remain safely
housed.
7) Homeownership supports long-term household and community stability.
Homeownership strategies should strengthen local wealth -building, inter -generational
continuity, and long-term stability for Hawaii Island residents.
Section 6-4-2. Actions.
a) Upfront costs area major barrier for first-time buyers. The office of housing and
community development shall establish or expand down payment assistance programs for
eligible first-time and income -qualified homebuyers across Hawaii Island as appropriate.
b) Access to fair financing expands who can realistically buy a home. The office of
housing and community development shall coordinate with financial institutions,
community lenders, and nonprofit organizations to develop affordable mortgage products,
shared -equity models, and first-time buyer financing options.
c) Education and preparation to support successful, long-term homeownership. The
office of housing and community development shall provide or support homebuyer
education, financial literacy training, and counseling services for prospective and current
homeowners.
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d) Public land can be leveraged to create permanently attainable homes. The office of
housing and community development shall evaluate the use of County -owned or County -
controlled land, including long-term ground leases or land trust models, to support
permanently affordable homeownership opportunities.
e) Community -based ownership models strengthen local stewardship. Where appropriate,
the office of housing and community development shall explore and pursue opportunities
for collaboration with community land trusts, cooperative housing organizations, and
similar entities to preserve affordability and strengthen community stewardship of housing.
f) Helping homeowners maintain their homes prevents displacement. The office of
housing and community development shall maintain or expand housing rehabilitation and
renovation loan or grant programs to assist low- and moderate -income homeowners with
repairs, safety improvements, and modernization.
g) Home repairs should be achievable without compromising safety. The planning
department and department of public works shall review permitting and code requirements
for residential repairs and renovations and recommend revisions that facilitate cost-
effective improvements while maintaining life -safety standards.
h) Tracking outcomes helps improve future programs. The office of housing and
community development shall maintain data on homeownership rates, affordability metrics,
and program participation.
Article 5. Homelessness.
Section 6-5-1. Policies.
1) Stable housing is the foundation for addressing homelessness. The County should
prioritize housing -based solutions as the primary response to homelessness, recognizing
that long-term reductions depend on access to safe and stable housing.
2) Different needs require different housing responses. A continuum of housing options
should be supported, including emergency shelter, transitional housing, rapid rehousing,
permanent supportive housing, and other service -enriched housing models.
3) Housing and services are most effective when coordinated. Housing solutions should be
paired with supportive services that address the underlying needs such as health care,
behavioral health, employment, and social connection, as appropriate.
4) Location matters for long-term housing success. Housing for individuals and families
experiencing homelessness should be located in areas with reasonable access to services,
employment opportunities, and transportation.
5) Timely solutions can prevent harm and reduce system strain. Practical, cost-effective,
and appropriately scaled housing solutions should be encouraged where they can be
delivered quickly and safely.
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6) Coordination improves outcomes and stretches limited resources. The County should
collaborate with nonprofit organizations, service providers, and State and federal agencies
to align efforts, maximize resources, and avoid duplication.
7) Dignity and safety must be central to all responses. Programs and facilities serving
individuals and families experiencing homelessness should be designed and operated in
ways that respect dignity, safety, cultural context, and the diverse needs of those served.
Section 6-5-2. Actions.
a) Strong partnerships are essential to expanding housing options. The office ofhousing
and community development shall collaborate with nonprofit and community -based
organizations to develop, fund, and operate emergency, transitional, and supportive
housing programs.
b) Rapid pathways to housing reduce time spent unhoused. The office of housing and
community development shall work with service providers to implement rapid rehousing
and rental assistance programs that support timely transitions into stable housing.
c) Data helps improve effectiveness and accountability. The office of housing and
community development shall maintain and analyze data on homelessness trends, housing
placements, and program outcomes to inform policy decisions and resource allocation.
d) Preventing homelessness is more effective than responding after the fact. The office of
housing and community development shall support prevention and stabilization efforts,
including rental assistance, mediation, and short-term support services, to reduce the risk of
households entering homelessness.
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ELEMENT 7. TRANSPORTATION.
Article 1. General.
Section 7-1-1. Findings and purpose.
Transportation connects Hawaii Island residents to work, education, healthcare,
recreation, and to one another, shaping how people participate in their communities and the local
economy on a daily basis. Because of the island's size, dispersed settlement patterns, and limited
route options, access to reliable transportation is essential to daily life and community
functioning across urban, rural, and remote areas.
In an increasingly interconnected world, Hawaii Island is particularly vulnerable to
disruptions beyond the County's direct control. Much of what residents rely on, including food,
fuel, construction materials, and medical supplies, arrives by air and sea. Internal transportation
networks must function reliably so people and goods can move efficiently from where they
arrive to where they are needed, especially during emergencies and periods of disruption.
While harbors, airports, interisland transportation infrastructure, and some roadways fall
under State jurisdiction, County -managed infrastructure —including roads, bridges, sidewalks,
and public transit —forms the backbone of everyday movement for residents. These systems
determine how easily people reach jobs and services, how communities connect with one
another, and how well public investments support daily life.
Transportation investment decisions, including how the County balances maintenance of
existing infrastructure with new improvements, directly influence where housing can be
supported, how communities function, and how economic activity occurs across Hawaii Island.
Poorly coordinated investments can increase long-term costs and constrain access, while
strategic investments can improve safety, reliability, and connectivity.
For many years, transportation planning has primarily prioritized private vehicle travel.
As a result, options for walking, bicycling, using mobility devices, or taking public transit are
often limited or inconsistent in many areas. This has reduced choice, affected safety, and created
barriers for residents who do not drive or cannot rely on a personal vehicle.
In addition, many communities on Hawaii Island developed without County or State
roadway standards. In these areas, roads are often privately owned or maintained by community
associations with limited capacity and resources, leading to uneven conditions, gaps in
connectivity, and ongoing challenges related to drainage, safety, and emergency access. In some
regions, the lack of alternate routes and interconnected networks further compounds these
challenges.
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This Transportation Element builds on existing County efforts, including the Mass
Transit and Multimodal Transportation Master Plan (August 2018), the Complete Streets Policy
June 2022), and the Vision Zero Action Plan (May 2024). These adopted plans provide detailed
guidance for transit service, street design, and traffic safety. This element does not replace or
restate those plans; rather, it places them within the broader General Plan framework to guide
priorities, coordination, and long-term investment decisions for transportation infrastructure and
services under County jurisdiction.
Section 7-1-2. Goal.
Provide a safe, reliable, and connected transportation system that supports access to daily
needs, aligns with planned growth, and serves residents across Hawaii Island's diverse
communities.
Article 2. Mass Transit.
Section 7-2-1. Policies.
1) Public transit should provide a reliable mobility option for island residents. The
County should provide safe, reliable, and accessible public transit service that supports
everyday travel needs for residents across Hawaii Island.
2) Transit service should reflect how and where people live and work. Routes, schedules,
and service levels should align with population centers, employment areas, schools,
healthcare facilities, and other essential services and destinations.
3) Transit should offer a practical alternative to driving where feasible. Public transit
service should support the efficient movement of residents and visitors in ways that help
reduce congestion and reliance on private vehicles.
4) Transit should prioritize communities with limited transportation choices. The County
should prioritize transit service for communities and populations with limited access to
private vehicles, including youth, seniors, persons with disabilities, and low-income
households, particularly in rural and underserved areas.
5) Transit facilities should be safe, comfortable, and easy to use. Bus stops, shelters, and
passenger amenities should be designed and maintained to support safety, visibility,
weather protection, and accessibility.
6) Transit works best when it connects seamlessly with other modes. Transit planning
should be coordinated with pedestrian, bicycle, and roadway improvements to support safe
and convenient first -mile and last -mile connections.
7) Transit systems must function during emergencies and disruptions. Transit services
should maintain operational readiness to support evacuations, emergency response,
recovery efforts, and essential travel during emergencies and natural hazards.
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8) Good transit decisions rely on data and rider experience. Transit routes, schedules, and
service levels should be evaluated and adjusted using ridership data, travel demand
information, and feedback from riders and communities.
Section 7-2-2. Actions.
a) Daily operations are the foundation of a reliable transit system. The mass transit
agency shall operate and maintain County bus and paratransit services consistent with
adopted plans, service standards, and available funding.
b) Regular evaluation helps keep service aligned with demand. The mass transit agency
shall periodically evaluate routes, schedules, and service coverage using ridership data,
performance measures, and community input.
c) Safe and functional facilities improve the rider experience. The mass transit agency
shall maintain and improve transit stops, shelters, signage, and related facilities, with
attention to safety, accessibility, and comfort.
d) Transit needs should be build into roadway projects from the outset. The mass transit
agency shall coordinate with the department of public works to incorporate transit
accommodations into roadway planning, design, and construction projects where
appropriate.
e) Clear and timely information supports transit use. The mass transit agency shall
provide accurate, timely, and accessible transit information through digital tools, including
schedules, mobile applications, and real-time service updates.
f) Fare policies should balance affordability and system sustainability. The mass transit
agency shall periodically evaluate fare structures, considering affordability, ridership
impacts, administrative cost, and overall system performance.
Article 3. Roadways and Transportation Infrastructure.
Section 7-3-1. Policies.
1) County roads are essential to daily life and must function reliably. The County should
maintain a safe, reliable, and connected roadway network that supports residents,
businesses, emergency and public services, and public access throughout Hawaii Island.
2) Roadway investments should respond to documented needs. Roadway improvements
and expansions should be guided by safety concerns, maintenance needs, connectivity
gaps, and community context.
3) Roadways must safely accommodate different ways people travel. Streets should be
planned and designed to safely serve pedestrians, bicyclists, transit users, motorists, and
people using mobility devices.
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4) Reducing conflict and serious injury is a core responsibility. Roadway design and
operational strategies should prioritize reducing conflicts between users and preventing
serious injuries and fatalities.
5) Connectivity supports access and emergency response. The County should improve
connectivity between neighborhoods, employment, schools, parks, and public facilities,
particularly where gaps limit access or emergency response.
6) Roadway design must reflect island -specific hazards. Roadways and bridges should
incorporate design features that address flooding, erosion, slope instability, and other
natural hazards common to Hawaii Island.
7) How development connects to roads affects safety and performance. Access
management practices and roadway standards should support safe and efficient circulation
and reduce unnecessary conflict points.
8) Durability and lifecycle costs should guide decisions. Construction and maintenance
practices should prioritize durable materials and cost-effective methods to improve long-
term roadway performance.
9) Roadway standards should reflect community context and function. Roadway design,
construction, and improvement standards should reflect whether a road serves an urban,
town, rural, or agricultural context, recognizing differences in traffic volumes, surrounding
land uses, safety needs, and environmental conditions.
10) Road ownership and maintenance responsibility must be clear and transparent.
Transportation planning and development review should clearly distinguish between
County -maintained roads and privately owned or maintained roads, including substandard
roads and roads in transition, to ensure realistic expectations for maintenance, safety, and
emergency access.
11) Maintaining existing roads should come before expanding the system. When allocating
limited transportation resources, the County should prioritize maintenance, repair, and
safety improvements to existing roadways ahead of system expansion, except where new
connections are necessary to address documented access or safety needs.
12) Transportation networks should support redundancy and emergency access. The
roadway system should, where feasible, provide alternate routes and network redundancy
to support emergency response, evacuation, and continuity of access when primary routes
are disrupted.
Section 7-3-2. Actions.
a) Ongoing maintenance is the foundation of a functional roadway system. The
department of public works shall operate and maintain County roads, bridges, and related
transportation infrastructure.
b) Good decisions require accurate information about roadway conditions. The
department of public works shall maintain an inventory of roadway assets and periodically
assess conditions, maintenance needs, and rehabilitation priorities.
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c) Limited resources should be directed where provide the greatest benefit. The
department of public works shall prioritize capital improvements for roadway repair,
rehabilitation, and safety upgrades based on documented need, risk, and available funding.
d) Known safety and operational problems should be addressed systematically. The
department of public works shall evaluate intersections and corridors with documented
safety or operational issues and implement appropriate improvements.
e) Hazard mitigation should be integrated into roadway projects. The department of
public works shall incorporate drainage improvements, slope stabilization, and hazard -
resilient features into roadway design and construction where needed.
f) New access points should not compromise roadway safety or function. The planning
department and the department of public works shall coordinate roadway access permits
and roadway connections to maintain safe and efficient traffic flow.
g) Shared responsibility requires coordination across jurisdictions. The department of
public works shall coordinate with State and federal agencies on roadway and bridge
improvements affecting facilities under shared jurisdiction.
h) Context -sensitive standards should guide roadway improvements. The department of
public works, in coordination with the planning department, shall evaluate, develop, and
apply context -sensitive roadway standards that distinguish between urban and rural
conditions when planning roadway improvements, consistent with safety, access, and
maintenance needs.
i) Understanding roadway ownership is essential for safety and planning. The
department of public works, in coordination with the planning department, shall maintain
and update records identifying County -owned, privately owned, and unresolved roadway
segments, including roads -in -limbo.
j) Emergency access should not be compromised by ownership ambiguity. The
department of public works shall coordinate with emergency response agencies to identify
privately owned or substandard roads that present emergency access concerns and prioritize
risk -reduction strategies where feasible.
k) Planning should identify critical access vulnerabilities. The department of public works,
in coordination with emergency management and public safety agencies, shall identify
locations where limited access or lack of alternate routes presents safety or evacuation
concerns and consider improvements or operational strategies to reduce risk.
Article 4. Multimodal Mobility and Safety.
Section 7-4-1. Policies.
1) Safe walking and bicycling routes are a basic part of the transportation system. The
County should provide a safe, accessible, and connected network of pedestrian and bicycle
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facilities that support everyday travel, recreation, and access to essential destinations
throughout Hawaii Island.
2) Pedestrian and bicycle facilities should connect people to the places they need to go.
Sidewalks, pathways, and bicycle routes should link neighborhoods with schools, parks,
transit stops, employment areas, and public services and facilities.
3) Safety investments should reflect where risk is greatest. The County should prioritize
pedestrian and bicycle improvements in areas with higher concentrations of residents,
youth, seniors, and transit users, and people with limited access to private vehicles.
4) Transportation facilities should work for users of all ages and abilities. Pedestrian and
bicycle facilities should accommodate people of all ages and abilities, including persons
with disabilities and users of mobility devices, recognizing that not all users experience
streets in the same way.
5) Walking and biking access should be into projects from the start. New development
and roadway improvements should incorporate pedestrian and bicycle access where
appropriate, based on context and expected use.
6) Design choices play a critical role in safety and visibility. The County should improve
safety for pedestrians and bicyclists through facility design, traffic calming, visibility
improvements, and context -sensitive street treatments.
7) Multimodal networks strongest when they reinforce each other. Pedestrian, bicycle,
and transit networks should be coordinated to support safe and convenient first- and last -
mile connections.
8) Off-street facilities can support both transportation and recreation. Trails, shared -use
paths, and other off-street facilities should be used, where feasible, to expand transportation
options while also supporting recreational access.
Section 7-4-2. Actions.
a) County roads provide the primary opportunity for multimodal improvements. The
department of public works shall plan, construct, and maintain sidewalks, pathways,
bicycle lanes, and related facilities within County rights -of -way where appropriate.
b) Understanding gaps helps target improvements. The department of public works shall
maintain an inventory of pedestrian and bicycle facilities and identify gaps, barriers, and
priority improvement areas.
c) Roadway projects should be used to improve access whenever feasible. The department
of public works shall incorporate pedestrian and bicycle facilities into roadway
improvement and reconstruction projects where appropriate.
d) Locations with repeated conflicts require focused attention. The department ofpublic
works shall prioritize safety improvements at locations with documented accidents or
access challenges.
e) Connections should function safely in real -world conditions. The department of public
works shall coordinate pedestrian and bicycle improvements with transit stops, schools,
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parks, and public services and facilities where appropriate to support safe and practical
access.
f) Accessibility standards must be met consistently. The department of public works shall
ensure pedestrian facilities comply with applicable accessibility requirements and address
identified barriers.
ELEMENT 8. LAND USE.
Article 1. General.
Section 8-1-1. Findings and purpose.
Land use patterns shape how people live, work, and move throughout Hawaii Island.
Decisions about where and how development occurs directly affect housing availability,
transportation needs, public service delivery, infrastructure costs, and the long-term protection of
natural and cultural resources. Because these systems are interconnected, land use decisions must
be made with an understanding of their cumulative and long-term impacts.
Hawaii Island includes established towns, town centers, rural communities, agricultural
lands, and conservation areas, each with distinct roles, capacities, and constraints. These places
are not interchangeable. Development that aligns with existing infrastructure and established
communities supports efficient service delivery and responsible public investment, while
scattered or leapfrog growth increases infrastructure costs, strains public facilities, and places
pressure on environmental and cultural resources.
Land use planning should follow a gradient -based approach to development. This
approach directs higher -intensity development toward urban areas and town centers served by
infrastructure and services, transitions through rural and agricultural lands, and tapers toward
conservation and open space areas. The gradient provides a clear and predictable framework for
evaluating development proposals, infrastructure investments, and changes in land use intensity
across different contexts.
This gradient -based approach reflects both practical planning considerations and
traditional place -based land relationships, including ahupua`a. This system recognizes the
interconnectedness of upland and coastal resources and the need to balance human settlement
with the capacity of the land and water systems that sustain it. Applying a gradient -based
approach helps ensure that development patterns respect natural systems, cultural relationships,
and long-term resource limits.
Future growth should reinforce existing communities, support local economic activity,
and maintain the island's rural landscapes and natural systems. Changes in development intensity
should occur gradually to ensure compatibility between uses and to preserve community
character. Land use planning must also remain consistent with adopted County policies, and
Community Development Plans, which provide place -based guidance for implementing this
element and should be used to refine land use patterns, growth areas, and transitions consistent
with the islandwide gradient.
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This element establishes policies and actions to guide the location, pattern, and intensity
of development using this gradient framework and to align land use decisions with infrastructure
capacity, public services, and long-term community needs.
Section 8-1-2. Goal.
Direct growth toward existing communities served by infrastructure and public services,
while protecting rural lands, agricultural resources, and conservation areas, and ensure
compatible transitions between land uses that support strong, livable communities.
Section 8-1-3. Land Use Administration.
1) Land use decisions should be implemented in a manner that is clear, measurable, and
enforceable. Development approvals should include clear and measurable conditions tied
to infrastructure capacity, environmental protection, and community needs, where
appropriate.
2) Ongoing monitoring supports effective land use planning. The planning department
shall monitor and enforce compliance with development conditions and mitigation
measures to ensure consistency with this Land Use Element and other applicable elements
of the General Plan.
Article 2. Urban and Commercial Areas.
Section 8-2-1. Policies.
1) Most new growth belongs where services, jobs, and civic life already exist. Urban areas
and town centers should accommodate the majority of new housing, employment,
commercial activity, and civic uses.
2) Growth should follow infrastructure, not outpace it. Growth should concentrate in
locations with existing or planned infrastructure, public facilities, and transportation access.
3) Strengthen existing places before expanding outward. The County should prioritize
infill development, redevelopment, and reuse of underutilized or vacant land within
established urban areas and town centers before expanding development into new areas.
4) The Urban Growth Area boundary defines where urban development belongs. Urban
Growth Area (UGA) designations define the outer limit of where urban and urban -
expansion development is intended to occur and is the County's primary tool for directing
growth.
5) Urban Growth Area boundaries should expand only when justified and
infrastructure -ready. Expansion ofUGA designations should only occur when
demonstrated need exists, adequate infrastructure capacity is available or committed, the
proposed expansion is consistent with the goals and policies of this General Plan, and the
expansion has been evaluated through an appropriate planning process.
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6) Growth receiving areas concentrate development within the UGA. Within UGA
designations, the County should establish Growth Receiving Areas — specific,
geographically defined nodes where higher -density, mixed used, and infill development
will be actively supported through flexible infrastructure standards and a package of
regulatory and financial incentives, established in the County Code.
7) Daily needs should be met close to where people live and work. Urban areas and town
centers should support a mix of residential, commercial, employment, and civic uses that
meet the daily needs and reduce the need for long -travel distance.
8) Urban intensity should support walkability and services. Development intensity in
urban areas and town centers should be scaled to support walkable environments, efficient
public services, and access to transit where available.
9) New development should connect to existing communities. Development should be
designed to integrate with surrounding streets, neighborhoods, and public facilities to
improve connectivity, access, and circulation.
10) Public investment should reinforce planned growth patterns. Public investments in
infrastructure, facilities, and services should prioritize urban areas and communities
identified for growth.
11) Change should respect what makes each place distinct. Urban design and site planning
should respect existing neighborhood character while allowing incremental growth,
reinvestment, and change over time.
12) Employment and industrial uses require appropriate locations and buffers. Industrial
and employment uses should locate in designated areas that provide adequate access,
utilities, and buffering to ensure compatibility with surrounding uses.
13) Older areas are opportunities for reinvestment. The County should support the
revitalization and redevelopment of aging commercial and industrial areas to improve
safety, functionality, and long-term economic opportunity.
14) Existing developed areas should be optimized before new land is consumed. Existing
industrial and resort areas should be rehabilitated, modernized, and more efficiently utilized
before additional land is designated or expanded for those uses.
Section 8-2-2. Actions.
a) Development intensity should reflect what infrastructure can reasonably support. The
planning department shall evaluate proposed development intensity based on available or
planned infrastructure capacity, public services, and transportation access.
b) Capital improvements should align with adopted growth priorities. The department of
public works, in coordination with applicable departments, shall prioritize capital
improvements that support planned growth in urban areas and town centers.
c) New development should connect to its surroundings. The planning department shall
require new development to provide connections to existing streets, sidewalks, and public
facilities where appropriate.
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d) Design standards should reinforce mixed -use areas. The planning department shall
evaluate existing design and site planning standards and accordingly adjust, amend, or
update standards that support mixed -use development, pedestrian -oriented design, and
compatibility with surrounding uses where appropriate.
e) Clearly defined growth areas support consistent decision -making and action. The
planning department shall identify Urban Growth Area on the Land Use Map. CDPs and all
related planning processes shall be consistent with these designations and shall serve to
refine and implement them at the local level.
f) Establish the Growth Receiving Area program through the County Code. The
planning department shall develop and recommend a Growth Receiving Area ordinance
that establishes designation criteria, a nomination and review process, and the package of
incentives and entitlements.
Article 3. Rural and Agricultural Lands.
Section 8-3-1. Policies.
1) Rural and agricultural lands play a distinct role on Hawaii Island. Rural and
agricultural lands should support agriculture, open space, and low -intensity uses that reflect
the island's rural character and working landscapes.
2) Productive agricultural lands are a finite resource. The County should protect
productive agricultural lands and natural resources from fragmentation and incompatible
development.
3) Development intensity must match local conditions. Residential and commercial
development in rural areas should occur at a scale and intensity compatible with
agricultural viability, infrastructure availability, and surrounding land uses.
4) Rural areas are not intended to absorb urban growth. Development patterns in rural
areas should not function as extensions of urban or suburban development through lot size
reductions, cumulative density increases, or infrastructure -driven intensification.
5) Scattered growth undermines both agriculture and public investment. New
development should avoid creating scattered or leapfrog patterns that extend infrastructure
inefficiently or strain public services.
6) Agriculture requires flexibility to remain viable. Agricultural uses, farm dwellings, and
agriculture -supporting activities, including processing, storage, and value-added operations,
should be accommodated to strengthen local food production and agricultural viability.
7) Rural communities have distinct identities worth preserving. Rural communities should
retain their distinct cultural landscapes, historic settlement patterns, and sense of place.
8) Natural systems should guide rural development decisions. Development in rural areas
should minimize impacts to natural systems, drainage patterns, scenic resources, and
groundwater.
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9) Infrastructure expansion should be deliberate. Public investments in major
infrastructure should prioritize established communities and avoid inducing growth in
undeveloped rural areas unless consistent with adopted plans.
10) Transitions help reduce conflict at rural edges. Buffering and graduated transitions
should separate higher -intensity uses from agricultural and rural lands.
11) Land classifications should support viable rural use. The County should coordinate with
the State to periodically evaluate land use classifications and soil capability to ensure rural
designations reflect on -the -ground conditions and support productive agricultural use.
12) Rural communities may support small local services. Small-scale businesses and
community -serving uses that primarily serve local residents may locate within rural
communities when compatible with surrounding uses.
Section 8-3-2. Actions.
a) Zoning and subdivision standards are primary implementation tools. The planning
department shall apply zoning and subdivision standards that maintain rural and
agricultural land use patterns.
b) Land divisions should not create long-term service burdens. The planning department
shall discourage land divisions that result in inefficient infrastructure extensions,
cumulative density increases, or scattered development.
c) Coordinate infrastructure decisions across departments. The planning department shall
coordinate with the department of public works and utility departments to limit extension
of major infrastructure into undeveloped rural areas unless consistent with adopted plans.
d) Site design can reduce land use conflicts. The planning department shall require
appropriate setbacks, buffers, and site design measures to reduce conflicts between
agricultural and non-agricultural uses.
e) Farm -related uses should be supported, not constrained unnecessarily. The planning
department shall support agricultural support uses and farm -related structures consistent
with County regulations.
f) Community plans should reflect rural land suitability. The planning department shall
identify and incorporate suitable areas for the State land use rural classification into CDPs
and related planning efforts.
Article 4. Conservation and Open Space Lands.
Section 8-4-1. Policies.
1) Conservation lands are intended to remain largely undeveloped. Conservation and
resource lands should remain predominantly in open space, agricultural, or resource -based
uses to protect natural systems, open space, and cultural resources.
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2) Sensitive lands require a higher level of protection. The County should protect
environmentally sensitive areas, natural systems, and cultural landscapes from
incompatible development that would compromise their long-term integrity.
3) Clear limits on outward growth protect both people and resources. Urban and
suburban development patterns should not extend into conservation and open space lands,
reinforcing clear boundaries on outward growth.
4) Only limited, purpose -driven uses belong in conservation lands. Development within
conservation lands should be limited to uses that support resource management, cultural
practices, public access, or essential infrastructure where no feasible alternative location
exists.
5) Hazard -prone areas should guide land use decisions. Land use decisions should avoid
areas subject to natural hazards, including flooding, erosion, wildfire risk, and unstable
slopes, where development would threaten public safety or require disproportionate public
investment.
6) Large, connected open spaces are critical to ecosystem function. The County should
maintain large, contiguous areas of open space to preserve habitat, scenic resources,
watershed function, and ecosystem connectivity.
7) Public access should be balanced with protection. Public access to natural, shoreline,
and open space areas should be preserved and improved where appropriate and consistent
with resource protection and public safety.
8) Cultural relationships to land must be respected. The County should respect traditional
and cultural relationships to land and natural resources when evaluating land use decisions
affecting conservation areas.
9) Conservation lands play a buffering role. Conservation lands and open space should
serve as buffers between higher -intensity development and sensitive resources or working
landscapes.
Section 8-4-2. Actions.
a) Regulatory controls are the primary implementation tool in conservation areas. The
planning department shall apply zoning and subdivision regulations that limit development
intensity within designated conservation and resource lands.
b) Development proposals should be evaluated against protection and safety criteria. The
planning department shall evaluate development proposals in conservation areas for
consistency with resource protection, hazard constraints, and infrastructure availability.
c) Urban services should not induce growth in conservation lands. The planning
department shall discourage extensions of urban services and major infrastructure into
conservation and open space lands unless necessary for public safety or essential public
facilities.
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d) Careful site planning can reduce environmental disturbance. The planning department
shall require site planning and design measures that minimize disturbance to natural
features, cultural resources, and sensitive areas.
e) Land stewardship requires coordination across agencies. The planning department shall
coordinate with County departments and State and federal agencies responsible for
environmental protection and land stewardship when reviewing projects in conservation
areas.
f) Conservation guidance should be carried into community -level planning. The planning
department shall incorporate conservation and open space land guidance into Community
Development Plans and related planning effort.
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