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HomeMy WebLinkAboutMahina Consulting LLC - OH.1 Community Planning (Community Engagement, Strategic Planning)STATEMENT OF QUALIFICATIONS Facilitation Services – Puapuaʻa Iki Habitat Restoration Project (Core Hui) Category of Professional Services Community Facilitation, Community Engagement, and Strategic Planning Services Executive Summary Mahina Paishon is a trusted, Hawaiʻi moku based facilitator with over 20 years of experience guiding complex, culturally sensitive, multi-stakeholder processes. Her work centers on elevating community voice—particularly lineal descendants and cultural practitioners—while translating dialogue into actionable, place-based solutions. With a proven track record supporting Federal, State, County, philanthropic and community initiatives, she brings the cultural competency, facilitation expertise, and strategic insight needed to successfully establish and guide the Puapuaʻa Iki Core Hui. (1) Firm/Individual Information Name: Faylene Mahina Paishon Duarte Business: Mahina Consulting LLC Phone: (808) 354-3928 Email: mahina@mahinapoepoe.com Principal Place of Business: P.O. Box 102, Holualoa, Hawaiʻi 96725 Office Locations: Oʻoma, Hawaiʻi (statewide service delivery) (2) Firm Background Mahina Duarte LLC, established in 2009, provides over 15 years of professional services in facilitation, community engagement, and strategic planning. The firm operates with a small core team (1–5 professionals) and scales through partnerships to support complex, multi-stakeholder projects. Pg. 1 of 4: Mahina Consulting_Statement of Qualifications (3) Qualifications Education & Training ● MBA, Hawaiʻi Pacific University ● Post-Baccalaureate Certificate, Post-Secondary Education ● B.A., Hawaiian Studies, University of Hawaiʻi at Mānoa Certifications: Project Management (PMI) | Essential Facilitation | Non-Violent Communication | Grant Writing | Art of Hosting | Traditional Hoʻoponopono training Core Expertise ● Culturally grounded facilitation with lineal descendants and community stakeholders ● Advisory group formation and collaborative governance design ● Community engagement for place-based and culturally sensitive projects ● Strategic planning and systems change processes ● Public sector coordination (County, State, nonprofit) (4) Relevant Experience Mauna Kea Legislative Working Group (Hawaiʻi State Legislature) ● Facilitated weekly working group and subcommittee meetings ● Developed structured dialogue processes and collective agreements ● Coordinated multi-stakeholder engagement, including Native Hawaiian perspectives ● Supported consensus-building and final report development Supporting material: https://www.hawaiihousedemocrats.com/post/house-mauna-kea-working-group-submits-final-re port State of Hawaiʻi DBEDT – Maui Economic Recovery Commission & County of Maui ● Co-designed and facilitated multi-sector convenings ● Supported development of strategic recovery priorities ● Guided inclusive engagement and stakeholder alignment Supporting material: Pg. 2 of 4: Mahina Consulting_Statement of Qualifications https://dbedt.hawaii.gov/mauieconomicrecovery/ Hawaiʻi Community Foundation – Waimea Futures Initiative ● Facilitated the Waimea Community Weaving Hui (shared governance body) ● Led community engagement and strategic planning ● Developed a Theory of Change grounded in community voice See attached Waipā Foundation – Strategic Planning ● Facilitated development of long-term strategic vision ● Integrated cultural values and ʻāina-based stewardship into planning ● Supported alignment of programs and organizational growth See attached Department of Land and Natural Resources (DLNR) - House Concurrent Resolution 191 - Establishment of the Kailua Bay Advisory Working Group ● Facilitated multi-stakeholder engagement processes ● Supported dialogue on environmental and cultural resource issues ● Developed stakeholder-informed recommendations Supporting material: chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://files.hawaii.gov/dlnr/reports-to-the -legislature/2026/BD26-HCR191-HD-1-KBAWG-Report-FY25.pdf Additional Experience ● Convened advisory groups addressing land use, stewardship, and governance ● Led engagement processes centered on lineal descendant and community voice ● Integrated cultural protocols into planning and facilitation Pg. 3 of 4: Mahina Consulting_Statement of Qualifications Core Strengths ● Proven facilitator of culturally sensitive, place-based processes ● Trusted leader in community engagement and advisory group development ● Strong ability to translate dialogue into actionable outcomes ● Deep understanding of Hawaiʻi’s cultural, environmental, and governance context References: Mr. John DeFries, Executive Director Mauna Kea Stewardship & Oversight Authority john.defries@hawaii.gov Rebecca Crail, Outreach Coordinator Department of Land & Natural Resources rebecca.e.crall@hawaii.gov Mayor Richard Bissen County of Maui Mayors.Office@co.maui.hi.us Stacy Sproat, Executive Director Waipā Foundation stacy@waipafoundation.org Terrance George, President & CEO Hawaiʻi Community Foundation TGeorge@hcf-hawaii.org Michelle Pope, Program Officer Hawaiʻi Community Foundation MPope@hcf-hawaii.org Pg. 4 of 4: Mahina Consulting_Statement of Qualifications E OLA KA ʻAINA O WAIPAE OLA KA ʻAINA O WAIPA 01 With broad based community support, Waipā created two generations of impact: Tens of thousands of learners served Revitalized habitat and ecosystems throughout the ahupuaʻa Hundreds of organizations, funders, institutions, and businesses that are inspired and transformed by Waipāʻs vision and work This plan represents an invitation to join Waipāʻs journey, by: Partnering on programs and initiatives Sharing targeted resources Providing funding support for continued growth Waipā Foundationʻs explicit call to action includes: Resources: Raise a minimum of $25M over 5 years to meet Waipāʻs strategic goals People: Serve over 50,000 individuals over 5 years by growing existing staff of 25 to 50 and team of volunteers from 100 to 200+ individuals Partnerships: Double existing partnerships from 100 to 200 annually over 5 years Waipā will continue evolving as a model for ahupuaʻa-scale resource management and community prosperity. Join their Foundation in amplifying the health and abundance of Waipā for present and future generations, inspiring healthier communities both locally and globally. ”I think that Waipa is an example of what the future of conservation in Hawai i should be.” (May the land of Waipā live and endure!) EXECUTIVESummary For thirty years, Waipā Foundation has stewarded an enduring vision: working hand in hand with kupuna, ʻohana, and wider cultural, educational, and conservation communities to cultivate education, healing from historical trauma, ahupuaʻa restoration, durable social connections, and shared kuleana. E ola ka aina o Waipa!ʻ-- ʻ- Waipā Foundation retained Mahina Consulting in January 2024 to develop a five year strategic plan to chart the course for Waipā Foundation, towards fulfilling its vision and mission, better positioning the organization for continued growth and strategic transformative impact to serve ʻāina and community. The aims of this planning effort were multi-fold and were conducted to intersect with other concurrent planning processes which include: the continuing master and site planning process; and a study that examined the wide range of impacts the organization has had over their 30 years of operation. In doing so, the strategic plan will both inform and be informed by key components of the aforementioned plans. 02 Waipāʻs 2025-2030 strategic planning process objectives were as follows: Develop a 5-year strategic plan to chart the course for Waipā Foundation toward fulfilling its vision and mission, better positioning the organization for the future. Conduct a comprehensive assessment of Waipā Foundationʻs current status, including strengths, weaknesses, opportunities, and threats (SWOT analysis). Collaborate to co-develop realistic timelines and resource allocation plans for the implementation of the strategic plan via action plans. Provide guidance on monitoring and evaluation strategizing to measure the plan's success. To meet these planning process objectives, great effort was spent on engagement with staff, board members and core leadership which culminated in twenty plus hybrid, virtual and in- person sessions. The input represented in this plan offers strategic guidance with renewed vision and mission statements; five strategic goals and key targets; organizational values in action; and a theory of change that envisions and leads generational change over fifteen years. BACKGROUND 03 STRENGTHS WEAKNESSES Connecting people to land Connecting people to people Helping the community and supporting children/youth through ʻāina based programs The dedicated staff Great haumāna that demonstrate interest in ʻāina-based learning Created a community gathering space to engage one another that is well utilized The health of the stream returning Quality and reputable education activities Growing ability to feed people and capacity towards sustainability Lack of opportunities for staff development and mentoring Need for more permanent facilities to expand our programs Lack of education and workforce exposure opportunities in sectors such as health Need for stable funding AREAS FOR IMPROVEMENT CURRENT SITUATION Below are individual quotes from staff members who participated in the swot analysis which provides a snapshot of the full data set that informed the development of the five strategic goals, growth areas and key targets. Internal factors that distinguish Waipā fromother similar organizations Internal factors that create challenges forWaipā to operate and meet its mission “Waipa is an excellent example of resource management. It inspires me to dig deeper into the connection between our kupuna, resource management and aina.”ʻ - - - 04 OPPORTUNITIES THREATS Funding - over reliance on grant funding Federal political landscape Over tourism Traffic congestion Cost of living Influx of disproportionate wealth Associated limitations/constraints with being a leasee Lack of affordable housing for residents and workers Invasive species Climate change Change in community values External factors for which Waipā has anopportunity to grow and improve itsprogramming and operations External factors that present Waipā with therisk of decline, failure or diminishing returns Expand Waipā living learning center to inspire other fields of interest Foster green jobs and workforce development or gap years etc.: ex-trade skills that are relevant and needed Continue to support kupuna knowledge and ways of being Gather, record and perpetuate kupuna knowledge to the next generation Explore Waipāʻs role to improve the health conditions of Native Hawaiians Job creation and capture/retain the talent of Waipā students Seek solutions to keep Kauaʻi youth home Attract value-aligned funders/supporters Continue to explore eco-tourism experiences as a revenue generator Site and infrastructure expansion Opportunity for new or strengthening partnerships High demand site for volunteering Be a regional solution for building food system resilience Leverage growing movement for indigenous ecosystems management 05 At a glance, Waipā Foundationʻs Theory of Change provides a framework for how the organizationʻs mission, vision, and values will continually guide and align its priorities and resources to ultimately accomplish longer term generational impact for ʻāina and community. Kūlia i ka Nuʻu - Strive for excellence Kūlia i ka Pono - Strive to do the right thing Aloha ʻĀina - Love the land and resources Hiki Nō - Resourcefulness and a “Can-Do” attitude Waipā is an ahupua`a where the land, resources, and people are thriving and overflowing with abundance, inspiring a healthier global community. To restore Waipā’s vibrant natural systems and resources; inspire healthy, thriving communities connected to their resources; and lead by example. VISIONVISION MISSIONMISSION VALUESVALUES “Waipa shows us that food sovereignty can be a reality.” THEORY of Change - SEE EXPANDED THEORY OF CHANGE KULIA I KA NUʻU KULIA I KA PONO ALOHA ʻAINA HIKI NO 06 What does this look like in action? Holding ourselves accountable, reflecting on our actions Choosing to be a part of Waipā ʻohana, being a part of a team dynamic, our shared goals Demonstrating haʻahaʻa Being open minded What does this value mean to us? It means taking the work beyond yourself, beyond your own desires Being an example of aloha ʻĀina and sharing what we have been able to accomplish with others Doing these things because it needs to be get done even if itʻs not your (specific) kuleana Be a good example for our people, state, and world What does this look like in action? Cultivating and being a part of a community committed to Waipā Continually learning and building capacity Looking to our elders for wisdom Paying attention to the details What does this value mean to us? It means to continually seeking growth for myself, supporting my coworkers in their pursuits of growth, and investing towards the growth of Waipā Always trying to improve ourselves and our work by reexamining, reimagining and reworking ʻsystems and approachesʻ Deferring to others (when appropriate) Continue to build on yesterday and strive to be better What does this look like in action? Showing up to work, believing in the mission and values of Waipā Connecting the community with Waipā ʻāina and work Simple and consistent actions like picking up trash when you see it; turning off the water and lights; avoiding the use of plastic whenever possible Taking care of our area Applying long-term thinking What does this value mean to us? Building a long-term relationship with the ʻāina (land, water, community) to cultivate ʻāina momona To continuously connect to and love ʻāina so that future generations can too What does this look like in action? Doing things to mālama the foundation or facilities just to kōkua and not for recognition You respect and trust your coworkers are giving their all Enduring (occasional) frustration and working through obstacles in all times (in both times of optimism and adversity) Taking on tasks outside of your immediate kuleana in order to support your coworkers What does this value mean to us? It means you do what needs to be done with a good attitude Practicing resilience Community working together - shout out to all of those who kōkua on poi days! VALUES in Action The Hawaiian values that are described below are important core guiding values of the Foundation. Staff, board members, volunteers, and program participants are encouraged to apply these values at Waipā and in the greater community. In doing so, Waipā will be a thriving and healthy place and community of overflowing abundance. STRIVE TO DO THE RIGHT THINGSTRIVE FOR EXCELLENCE LOVE THE LAND AND ITS RESOURCES RESOURCEFULNESS AND A “CAN DO” ATTITUDE DEVELOP NEW FACILITIES AND STREAMLINE MANAGEMENT OF EXISTING FACILITIES GENERATE ECONOMIC & MULTIGENERATIONAL SUSTAINABILITY SCALE ADMINISTRATIVE & ORGANIZATIONAL EFFICACY OPTIMIZE & EXPAND ʻAINA HEALTH & FOOD PRODUCTION SUSTAIN & ENHANCE ʻAINA- BASED EDUCATIONAL PROGRAMMING Waipa Foundation's Theory of Change provides a framework for how the organization's mission, vision, and values will continually guide and align its priorities and resources to ultimately achieve longer term generational impact for ʻāina and community. Due to the insights gleaned from the strategic planning, impact study, and master planning processes, it is clear that Waipā Foundation is successfully fulfilling its vision and mission. Building upon this success, the Foundation is now poised to leverage three decades of experience in organizational development, community engagement, and ahupua'a management to achieve key targets and five strategic goals between 2025 and 2030, which will ultimately culminate in ʻāina and community transformation. Further, the positive changes that will be realized and measured are described in the generational impact statements below. STRATEGIC GOALS & GROWTH AREAS DEVELOP OPTIMIZE & EXPAND SUSTAIN & ENHANCE GENERATE SCALE 07 ACTION MATRIX GENERATIONAL IMPACT INDICATORS Restoring and stewarding Waipāʻs vibrant and abundant natural resources, mauka to makai. Inspiring a deeper connection between people with land as that which feeds and sustains. Expanding access to culturally significant foods and localizing community food systems in Haleleʻa and beyond. Elevating Hawaiian identity and strengthening the sense of place and community in Haleleʻa and beyond. Inspiring and cultivating the next generations of aloha ʻāina practitioners. Growing an organizational structure that provides a role model for best practices integrating `āina management, cultural values, and community impact and engagement. Creating positive change in Waipāʻs target communities through impactful ʻāina-based educational programming. Pursuing a sustainable workforce model for ʻāina stewardship through targeted job and internship creation, and long term capacity building for staff, interns, volunteers and board members. Perpetuating Waipā as a safe and nurturing place of learning, community connection and gatherings, employment and meaningful work. Eight impact indicators were selected to provide a basis for measuring Waipāʻs positive effects on changing ʻāina and community health and resiliency over the next 15 years. The indicator selection process utilized the Waipā Impact Study to inform strategic planning and visioning. 08 Board LEANORA KAIAOKAMALIE DONNA AANA NAHAKARA WAIPA President, Director Vice President, Director PRESLEY WANN GAYLA SPENCER contact@waipafoundation.orgwww.waipafoundation.org 5-5785A Kuhio HighwayHanalei, Kaua’i, Hawai’i 96714 ACKNOWLEDGEMENT (808) 826-9969 P.O. Box 1189, HI 96714 The Waipā board and staff acknowledges the founding kūpuna and `ohana, those activists who fought to save Waipā from resort development by outsiders; those who, with great foresight, laid the foundation for kanaka led community- based development. We also acknowledge, with gratitude, the vast contributions from so many who have enabled our community to bring the vision of our founders to fruition. As we live the dreams of our kūpuna, we look to be the present visionaries who set the course for a healthy and abundant future. Mahalo for being a part of the Waipā `ohana. Mahalo to Mahina Paishon for the generous and valuable gifts of your time and `ike in the development of the process and this plan. Mahalo to Waipāʻs staff team for your shared knowledge, experience and dreams; to our Board of Directors for your leadership, guidance and foresight; and to the HMSA Foundation, Kamehameha Schools `Āina Ulu, and others whose financial support brought this plan to life. Secretary, Director Treasurer, Director LIHAU PAIK MICHELLE SWARTMAN Director Director DR. TODD KUWAYE Director Director KEITH NITTA Director Director WALLACE REZENTES, JR DENISE WARDLOW Director LILLIAN WATARI Executive Director STACY SPROAT Director of Operations, Communicationsand Community Programs KAUI FU MANAGEMENT & STAFF Designed by all i see is ART Prepared by : WAIWAI COLLECTIVE MAHINA PAISHON DIANE UʻILANI CHADWICK Waimea i ka ua o Kapa‘ahoa Kahiko i luna o Ka‘ala Kuahiwi ‘alo anu o Waimea ‘Ohu‘ohu i ke oho o ka pālai Waimea in the Paʻahoa Rain Adorning the top of Kaʻala Mountain embracing Waimeaʻs cold Embellished with lacey palai fern VERSE II OF MAIKAʻI WAIMEA BY JOHN KALINO WAIMEA FUTURES PHASE III REPORT COMMUNITY TABLE OF CONTENTS EXECUTIVE SUMMARY 3 15 5 16 8 12 BACKGROUND & SCOPE IMPACT & INITIATIVES SUPPORTING DATA NEXT STEPS & RECOMMENDATIONS ACKNOWLEDGEMENTS 17APPENDICES No matter where we come from, we all love Waimea. Shawn Saito Tutuʻs House 2 EXECUTIVE SUMMARY Phase 1 (January–September 2023) prioritized listening, inclusion, and relationship-building, key indicators of trust-based philanthropy. Through 14 community conversations and a community summit, Waimea Futures elevated diverse community voices and lived experiences, strengthened pilina to place, and centered ʻike kūpuna and cultural values in defining community priorities. These engagements honored the legacy of Richard Smart while grounding future action in community-identified needs and aspirations. Waimea Futures is a community-led initiative of the Richard Smart Fund at the Hawaiʻi Community Foundation (HCF) that advances HCF’s strategic priorities of elevating community voice, co-creating solutions to root causes of systemic challenges, and building trust- based relationships that support long- term community well-being. Since 1988, the Richard Smart Fund has invested more than $8.3 million in nonprofit organizations serving Waimea. In 2022, HCF intentionally re-imagined the Fund’s grantmaking approach to align with trust-based philanthropy principles, launching Waimea Futures as a three- phase initiative spanning 2023–2025. MAIKAʻI WAIMEA Our future, our kuleana PHASE 1 Phase 2 (October 2023–September 2024) advanced HCF’s commitment to shared power and community co- creation by establishing a community advisory committee to redesign the Richard Smart Fund grant program. More than $618,000 was invested through flexible, place-based strategies that emphasized collaboration, cultural perpetuation, and alignment of nonprofit kuleana with collective well-being. These strategies reduced traditional barriers between funder and community, supported experimentation through prototypes, and recognized community organizations as trusted partners in change. PHASE 2 3 Elevated community voice and leadership, reflected in community-led decision- making, advisory structures, and learning cohorts Strengthened social cohesion and cross-sector collaboration, supporting collective problem-solving and shared accountability Flexible, relationship- centered grant-making, enabling nonprofits and community members to align their work with shared priorities Cultural perpetuation and place-based values, centered as foundational to long-term resilience and well-being Shared agreements and commitments, formalized through the Waimea Community Pledge As Waimea Futures moves forward, recommended next steps include: a) expanding communication and community-led engagement; b) increasing adoption of the Waimea Community Pledge; c) offering action-oriented learning opportunities; d) continuing cultural recognition efforts; and finally e) sustaining the Waimea Community Weaving Hui as a trusted convener and advisory partner to HCF. Together, these efforts exemplify a trust-based, community-driven model for philanthropy that aligns with HCF’s strategic vision and supports Waimea’s ability to steward its future in accordance with its heritage, values, and collective aspirations. Phase 3 (October 2024–September 2025) deepened impact by strengthening community capacity, accountability, and learning, consistent with HCF’s systems- change approach. Led by the Waimea Community Weaving Hui, this phase introduced Hui Kumu Waiwai, a learning cohort focused on shared understanding of systems, root causes, and collective action. The Maikaʻi Waimea Community Summit reconvened the community to reflect on progress, reaffirm shared values, and align future actions. Participation across Waimea Futures activities grew to as many as 1,100 individuals —engaging an estimated 8–10% of Waimea’s resident population— demonstrating broad community trust, relevance, and ownership. KEY INDICATORS PHASE 3 Key outcomes aligned with HCF’s strategic priorities and trust-based philanthropy indicators include: 4 B A C K G R O U N D & S C O P E P H A S E 1 : C O M M U N I T Y C O N V E R S A T I O N S (J A N U A R Y –S E P T E M B E R 2 0 2 3 ) Phase 1 focused on identifying and engaging the diverse population groups, influencers, organizations, and businesses within Waimea and inviting them to come together around their shared aloha for place. Fourteen community conversations and one community summit were convened and facilitated by Mahina Paishon of Waiwai Collective in partnership with Diane Chadwick of the Hawaiʻi Community Foundation. Participants included long-time and newer residents, educators, nonprofit, business, and faith leaders, cowboys, farmers, cultural practitioners, and astronomers. These gatherings honored the legacy of Richard Smart, deepened participants’ pilina (connection) to Waimea, and surfaced priority issues that must be addressed to move Waimea toward a thriving future that honors and perpetuates the community’s culture. Since 1988, the Richard Smart Fund at the Hawaiʻi Community Foundation (HCF) has received more than $11 million from the Parker Ranch Foundation Trust (PRFT) and awarded over $8.3 million to nonprofit organizations “to support health care, educational, and charitable purposes in the Kamuela (Waimea) area,” as directed by Richard Smart’s Trust. Over the past 23 years, grantmaking from the Fund has focused on building social capital, strengthening organizational capacity, supporting educational innovation, providing post-secondary scholarships, and broadly supporting the nonprofit sector serving the Waimea community. In 2022, as HCF developed a 10-year strategic plan centered on elevating community voice, co-creating solutions to address root causes of systemic issues, and engaging in trust- based relationships, a new grant program for the Richard Smart Fund began to take shape. This work evolved into a place-based community initiative implemented in three phases from January 2023 through December 2025, now known as Waimea Futures. 5 S TR A T EG Y O N E : Strategy Two involved a $100,000 grant to Nā Kālai Waʻa (NKW), which provided awards to four organizations exemplifying the perpetuation of Waimea’s culture: Hālau Nā Kīpuʻupuʻu, for sharing Hawaiian culture through hula and ʻike kūpuna Kawaihae Canoe Club, for providing culturally grounded physical activity for all ages Mālaʻai Garden, for teaching students the importance of food cultivation for Waimea Alex & Duke DeRego Foundation, for promoting youth safety and well-being Nā Kālai Waʻa supported the identification and management of the awards and organized a community celebration attended by more than 300 people. Phase 2 built upon the insights gathered during the community conversations by forming a community advisory committee to partner with HCF in redesigning the Richard Smart Fund grant program. Together, they developed strategies for using RSF funding to convene opportunities that promote greater cohesion, connectedness, and shared agreement around collective values and actions. These strategies were designed to address critical issues, reflect Waimea’s heritage, and sustain its unique identity. P H A S E 2 : P R O G R A M R E D E S I G N A N D E A R L Y A C T I O N (O C T O B E R 2 0 2 3 –S E P T E M B E R 2 0 2 4 ) S T RA T E GY T W O: Strategy One supported community-led action through a $100,000 grant to Friends of the Future. This funding enabled prototype groups formed at the May 2023 community summit to take action in four priority areas: affordable housing; public access to open spaces; perpetuating Waimea’s culture; and sharing the stories of Waimea. These prototype groups were composed of community volunteers committed to advancing these issues. S T R ATE G Y T H RE E: Strategy Three translated lessons from the Phase 1 conversations and summit into a redesigned grant program that brought together diverse members of the community. The program emphasized each nonprofit’s kuleana and how their work contributes to the collective well-being of Waimea while addressing the priority issues identified by the community. In 2024, a total of $418,270 was awarded to 14 organizations through the Richard Smart Fund. 6 This report focuses on Phase 3. Lessons from Phase 2 highlighted a strong desire for deeper learning about Waimea’s culture, revealed challenges faced by volunteer-led prototype groups, and demonstrated an opportunity for nonprofit organizations to more intentionally align their work and kuleana with the community’s collective well-being through the redesigned grant program. In response, the community advisory committee—now calling themselves the Waimea Community Weaving Hui—developed two new strategies: 1.Hui Kumu Waiwai, a deeper learning opportunity designed to build shared understanding, skills, and relationships 2.Maikaʻi Waimea Community Summit, a gathering to reconnect the community, share progress since the initial conversations in early 2023, and further explore the priority issues identified by the community. P H A S E 3 : D E E P E N I N G L E A R N I N G A N D R E C O N N E C T I O N (O C T O B E R 2 0 2 4 –S E P T E M B E R 2 0 2 5 ) I took Waimea for granted. Being part of the cohort opened my eyes that I have a greater responsibility to this place that I love, to steward it well. Shirley De Rego Alex & Duke De Rego Foundation 7 IMPACT AND INITIATIVES Participation increased from approximately 160 individuals in early efforts to as many as 1,100 participants across Waimea Futures activities. An estimated 8–10% of Waimea’s resident population engaged in initiatives advancing the Waimea Futures vision and collective priorities. The following initiatives were funded by the Richard Smart Fund and supported by the Waimea Community Weaving Hui: Discover Your Kuleana gatherings Hawaiʻi Public Radio / Hawaiʻi Radio Hour – Sharing Moʻolelo program at Kahilu Theatre Wai Forum, hosted by Waimea Hawaiian Civic Clubs Waimea Resilience Hub workshops These efforts expanded the community’s social impact network and strengthened coordinated action aligned with a shared vision, values, and priorities. They also increased willingness to collaborate, problem-solve collectively, and share resources and expertise. In addition, the Hui hosted the second Waimea Futures Summit, Maikaʻi Waimea: Our Future, Our Kuleana. OUTCOMES 8 The following activities were not completed due to limited budget and competing academic, extracurricular, and family responsibilities of Waimea youth. To address these gaps, Waiwai Collective recommends convening interested organizations to apply for future grants focused on shared priorities identified at the Maikaʻi Waimea Summit. An additional recommendation is for Waimea Futures to collaborate with the Waimea Education Hui to co-host a Waimea Youth Summit. The Waimea Education Hui includes active participation from all Waimea public and private schools. Support for a second cohort of prototype groups addressing food and water security and other identified priorities Hosting a youth summit in collaboration with the Waimea Education Hui DELIVERABLES MET DELIVERABLES NOT ADDRESSED Coordinated and facilitated a learning cohort of grantee and interested organizations focused on systems change, root causes of systemic barriers, and co-creating place-based solutions Hosted an in-person summit that articulated a revised community vision and shared values and agreements Established Waimea Community Weaving Hui roles, terms, responsibilities, self-governance agreements, and onboarding/offboarding protocols Worked with HCF to recommend grants for 2025 Developed a website, monthly e-newsletter, and social media presence to build connection, momentum, and information-sharing across Waimea Produced a written report describing a revised community vision and shared values and agreements 9 MAIKAʻI WAIMEA SUMMIT The second Waimea Community Summit, Waimea Futures, was held on September 27, 2025, at Kanu o ka ʻĀina Public Charter School. The summit convened more than 150 community participants and 30 guest speakers and exhibitors. The goal of the summit was to bring the community together, expand participation in conversations and actions shaping Waimea’s future, increase awareness of ongoing initiatives supported by the Richard Smart Fund, and affirm the values guiding Waimea forward. The program featured an opening plenary, two concurrent learning workshop sessions with four topic areas, guided lunch conversations, and a closing keynote. LEARNING WORKSHOP: TOPICS AND PRESENTERS culture/moʻolelo wai food security affordable housing Sharing Waimea’s Stories & CultureNaka Nathaniel, Kolby Akamu Moser, JuliaBrotman, Dagan Bernstein Understanding Waimea through Mo’oleloMomi Naughton, Ku’ulei Keakealani, Ana Bertelmann Where are the waters of Waimea?Kalani Flores Waimea Futures: Planning in Continuity withWater Kamuela Plunkett Restoring Pilina 'Āina: One Food Forest at a TimeCheryl Ka'uhane Lupenui, Margo Shiroyama, Jake Merkel, Anianikū Chong, Ka'iana Runnels Supporting Our Food Producers Eric Batha, Leandra Rouse, Ippy Aiona Koai’e Update & Becoming Mortgage ReadyKeith Kato, Jeremy McComber, Shirley De Rego Community Land TrustsCarolyn Auweloa, Beth Robinson, Whitney Harvey 10 11 SUMMIT SURVEY RESULTS The following describes the responses of 31 Summit attendees which make up 26% of total attendance. Overwhelmingly, both survey respondents and in-person Summit poll, indicated that a 3rd Summit should be offered in the future. Survey respondents also provided recommendations for refinement, should a 3rd Summit be hosted. WHAT WOULD YOU CONSIDER YOUR PERSONAL“NEXT STEPS” REGARDING OUR SHARED MISSION AND VISION FOR WAIMEAʻS FUTURE WHAT WAS THE BEST THING ABOUT SATURDAYʻS “MAIKAʻI WAIMEA” SUMMIT? 31 RESPONSES COLLECTED: 12 IF YOU DID NOT YET SIGN THE PLEDGE, WHAT DO YOU NEED TO SIGN ON? 12 RESPONSES COLLECTED: WHAT SHOULD BE THE NEXT STEPS TO BUILD ON THIS POSITIVE MOMENTUM? 31 RESPONSES COLLECTED: 13 Respondents overwhelmingly agreed that a 3rd Summit should be offered. Maintain Momentum and Connections: A 3rd summit is strongly supported to keep the energy, motivation, and connections going, as well as to continue building relationships (pilina) and fostering community interaction/participation. Action and Learning: Respondents see it as an opportunity to execute action items, learn about and be part of community priorities, go deeper into topics, and refine goals/action items based on past learnings. Some requested more action-based workshops. Community Growth and Inclusion: The summit is viewed as a great way to involve community members in community growth, bring organizations and community members together, attract new voices by offering the event at a different time/day, and bring in more people who may be interested in future plans. Improve Representation and Focus: Suggestions included first holding a series of smaller group sessions to mobilize specific action, and ensuring representation from larger stakeholders like DHHL, Parker Ranch, the farming community, and the hospitality industry. EDUCATIONAL VENUE AND INFORMATION ACCESS: The summit is valued as an educational venue that provides important information/ initiatives to the community and is a great way to access information on Living in Waimea. 14 NEXT STEPS & RECOMMENDATIONS Promote and expand the Waimea Futures brand and communication platforms to strengthen visibility, coherence, and shared identity across the community. Building on the momentum, learning, and relationships established through Waimea Futures, the following next steps and recommendations are offered to sustain progress and deepen community impact: Increase awareness of—and participation in—the Waimea Community Pledge by engaging targeted education, business, nonprofit, and government entities to encourage alignment with shared values and collective commitments. Provide additional action-oriented workshops that build upon the priorities, ideas, and energy generated at the Maikaʻi Waimea Summit, supporting practical implementation and collaboration. Secure funding to host a second “Keeping Waimea’s Culture” event and provide additional awards that recognize and uplift organizations and individuals perpetuating Waimea’s cultural heritage. Continue to host and facilitate the Waimea Community Weaving Hui to: Serve as a trusted convener that creates inclusive spaces for dialogue, fostering greater cohesion, connectedness, and shared agreement around collective values and actions that address critical issues, reflect Waimea’s heritage, and sustain its unique identity. Develop strategies and activities for using the Richard Smart Fund to support community-driven efforts that address challenges and advance opportunities aligned with the future envisioned by Waimea residents. Provide ongoing advisory support to the Hawaiʻi Community Foundation for the design, implementation, and decision-making of community grants awarded through the Richard Smart Fund. 15 ACKNOWLEDGEMENTS Sponsors & Coordinating Teams (6 community collaborators) Deviants from the Norm Friends of the Future Hui Kumu Waiwai Richard Smart Fund & Hawaiʻi Community Foundation Waimea Community Weaving Hui Waiwai Collective Community Hosts (15 community collaborators) Alex & Duke De Rego Foundation Big Island Mediation Discover Your Kuleana Five Mountains Hawaiʻi Hawaiʻi Preparatory Academy Hawaiʻi Songwriting Festival Kahilu Theatre Foundation Kona Historical Society Malaʻai - Culinary Garden of Waimea Middle School Mālama Kai Foundation Parker School Rama Tree St. James Episcopal Church Small World Pre-school Waimea Community Theatre 16 APPENDIX A: ALIGNMENT WITH HCF STRATEGIC PRIORITIES & TRUST-BASED PHILANTHROPY INDICATORS Appendix A: Alignment with HCF Strategic Priorities & Trust-Based Philanthropy Indicators 17 APPENDIX B: WAIMEA FUTURES THEORY OF CHANGE Community Context Waimea faces interconnected challenges related to housing, cultural perpetuation, land access, food systems, and youth well-being, shaped by historical and systemic factors. At the same time, the community holds strong cultural values, deep relationships to place, and a desire for collective stewardship of its future. Inputs Richard Smart Fund financial resources Community knowledge, lived experience, and leadership Facilitation and backbone support (Waiwai Collective & Friends of the Future) Trust-based grant-making practices Core Strategies Deep listening and inclusive community conversationsShared governance through the Waimea Community Weaving Hui Flexible, place-based grant-making Learning and capacity-building (Hui Kumu Waiwai) Cultural recognition and storytelling Outputs Community summits and convenings Learning cohorts and workshopsPrototype action groupsRedesigned grant program Waimea Community Pledge Short-Term Outcomes Increased trust between community and funder Greater alignment among nonprofits and community actors Shared understanding of values, priorities, and systems Intermediate OutcomesCoordinated action across sectors Increased cultural perpetuation and place-based leadership Stronger nonprofit collaboration and reduced duplication Long-Term Impact Waimea residents steward a thriving future grounded in culture, equity, and collective well- being, supported by trusted philanthropic partnership and community-led systems change. 18 APPENDIX B: WAIMEA FUTURES THEORY OF CHANGE 19 20 Waimea: Our Future, Our Kuleana Community Pledge Preamble Waimea’s culture and character are grounded in community values: mālama ʻāina (care for the land), kuleana (responsibility), and pilina (relationship). These values are the foundation for how we care for the environment and each other to ensure Waimea thrives for generations to come. Our Collective Pledge As kupaʻāina, residents, schools, faith organizations, nonprofits, businesses and public policy makers of Waimea, we sign this pledge to express our intention to live by these values that foster kuleana for and connection with our beloved ʻāina and each other. 1. Protect & Preserve – Honor and safeguard the integrity, health, and well- being of Waimea’s ʻāina, wai, spirit, and community as the town grows and changes. 2. Unite to Care for One Another – Come together to support the thriving of all. 3. Care for Generations – Honor kūpuna and nurture keiki as your own, ensuring Waimea remains a beloved place for future generations. 4. Be Humble – Listen, learn, and respect the wisdom of place and people. 5. Show Kindness – Extend compassion, respect, and aloha in every interaction. Welcome all who enter, embracing everyone as part of Waimea’s ʻohana. 6. Share Our Gifts – Offer our skills, talents, time, energy, resources and knowledge in service to our community 7. Foster a Feeling of Safety – Protect one another and nurture an environment of trust and well-being, assuring all voices are heard. Together we commit to upholding these values for the well-being of Waimea now and for future generations. APPENDIX C: WAIMEA COMMUNITY PLEDGE HAWAIʻI COMMUNITY FOUNDATION WAIMEA FUTURES PHASE III REPORT COMMUNITY www.waimeafutures.org Designed by: ALL I SEE IS ART