Hāmākua CDP

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Hāmākua CDP by Mind Map: Hāmākua CDP

1. Vision Values

1.1. VALUES

1.1.1. COMMUNITY/OHANA (community, aloha, education, ohana, heritage, cultural and ethnic diversity)

1.1.2. AINA (natural  beauty,  viewplanes,   natural  resources,  shoreline,  weather,  open  space,  environmental   quality)

1.1.3. COUNTRY/RURAL  LIFESTYLE  (rural/small  town,  agriculture,   peace  and  quiet,  lifestyle,  no  traffic,  controlled  development,   sports  and  outdoor  recreation)

2. Goals (key issues & priorities)

2.1. LOCAL ECONOMY (economically and environmentally sustainable agriculture, local business, jobs, retail, services, dining, renewable energy, housing)

2.2. RECREATION (parks & gathering spaces, facilities, programs, youth recreation, outdoor recreation)

2.3. EDUCATION (improved schools, quality education, adult/vocational/higher education)

2.4. HEALTH CARE (hospital/clinic, elderly care, more medical professionals, social services)

2.5. AINA (natural resources, land use, public access, environmental quality, natural beauty, sustainability)

2.6. PUBLIC SERVICES (transportation, roadways, mass transit, public utilities, protective services)

3. SWOT Analysis (Asset Mapping)

3.1. Assets

3.2. Challenges

3.3. Missed Linkages

3.3.1. Aggregators—clusters of farms (encourage diversity of small farms for resiliency and expanded opportunities—“thousand points of green”)

3.3.1.1. 1. Affordable, flexible access to land

3.3.1.2. 2. Centralized washing, storage, packaging, distribution

3.3.1.3. 3. Coordinated crop selection and marketing—master farmer, cooperative or other collaborative business structure (e.g., 501(c)(6))

3.3.1.4. 4. Affordable access to water and energy

3.3.1.5. 5. Technical support, as required

3.3.1.6. 6. Access to mini-loans, as required

4. Strategies (Program Framework)

4.1. Strategy Icons Key

4.1.1. Notes from June 9-10 Meeting

4.1.2. Roy's Pre-Meeting Integrated Strategies

4.1.3. Mauna Kea Watershed Management Plan

4.2. Where do we want to be 20 years from now?

4.2.1. Environmental Health

4.2.2. Ag Productivity

4.2.3. Economic Condition

4.2.4. Heritage/Scenic-Preservation, interpretation

4.2.5. Sense of Ownership, Building on Assets/Identity and community capacity

4.2.6. Directed/balanced growth

4.2.7. Transportation

4.2.8. Open space network

4.2.9. Self-sufficiency/rural lifestyle

4.2.10. Education, health, recreation, housing

4.3. Environmental Health

4.3.1. Objective: Disaster resilience.

4.3.1.1. 1. Encourage post-&-pier retrofits (see enhanced CERT)

4.3.1.2. 2. Enhanced CERT

4.3.1.2.1. 1. Basic role and responsibilities to assist first responders

4.3.1.2.2. 2. Directory of resources and needs (Lorraine—Pepe‘ekeō model)

4.3.1.2.3. 3. Retrofit—education; technical assistance; bulk material purchasing; coordinated communal construction

4.3.1.2.4. 4. Shelter—evacuation assistance; manpower assistance at shelter

4.4. Economic Development

4.4.1. Right Food

4.4.2. Complete Communities

4.4.2.1. Cornerstones of Community

4.4.2.1.1. Food

4.4.2.1.2. Energy

4.4.2.1.3. Wellness

4.4.2.1.4. Health

4.4.2.2. Entrepreneurial Economy

4.4.2.2.1. How do you support

4.4.2.2.2. ex of Hāmākua Harvest

4.4.2.3. Asset mapping

4.4.2.3.1. Jeff's work on Food and Agriculture

4.4.2.3.2. Jane: have done mapping

4.4.2.3.3. Capacity building assessment

4.4.2.4. HHCDC could play this role of capacity building

4.4.2.4.1. Submit application for funding - Island Innovation Fund

4.4.2.4.2. Use this a way to organize

4.4.2.5. Slow movement, slow food

4.4.3. Build the frame

4.4.3.1. Auth of planning

4.4.3.2. Auth of county

4.4.3.3. Vision Values

4.4.3.4. Broader implications of a broader approach

4.4.3.4.1. Values based

4.4.3.4.2. Beyond the CDP

4.4.3.4.3. What the CDP should do

4.4.3.5. Brad on steering committee: essence of transition

4.4.3.5.1. Ag at foundation

4.4.3.5.2. Potential of growth and transitions

4.4.4. Objective: Diverse, appropriately-scaled economic base to supplement and complement agriculture

4.4.4.1. Town revitalization plans + infrastructure financing (e.g., innovative financing for water and wastewater to enable the planned growth

4.4.4.2. Heritage Corridor and Hubs and Links map

4.4.4.2.1. Designation as Scenic Byway (Heritage Corridor Plan)

4.4.4.2.2. Create the “story”

4.4.4.3. Regional brand—distinguish and synergize diverse elements of economy

4.4.4.3.1. Health & wellness—fresh; encourage natural farming/organic; nutritional completeness (food pyramid)

4.4.4.3.2. Quality control—alternative food safety standards

4.4.4.3.3. Slow food, slow travel, slow lifestyle

4.4.5. Objective: Appropriate eco-tourism—regional brand certification (pre-approval to show community support when applying for permit); permit criteria

4.4.5.1. Mitigated environmental impact (e.g., no impact to natural beauty sites)

4.4.5.2. Mitigated community impact (e.g., traffic, noise impacts)

4.4.5.3. Employment/education opportunities to residents

4.4.6. Objective: Communication—wireless coverage

4.5. Community

4.5.1. Objective: Affordable housing. Range of housing choices for existing residents and labor force.

4.5.1.1. 1. Homeownership

4.5.1.1.1. 1. Fee simple (market appreciation).

4.5.1.1.2. 2. Land trust (perpetual affordability). Dedicate remaining assets of Hāmākua Housing Corporation to land trust and rentals.

4.5.1.2. 2. Rental

4.5.1.2.1. 1. Rental subsidy—check w/ OHCD that no impediments

4.5.1.2.2. 2. Employer assistance programs—helping employers find housing for workers; employers helping employees with rental assistance (e.g., guarantee to landlords)

4.5.1.2.3. 3. County landlord property tax credits

4.5.2. Objective: Elderly support. Age in place

4.5.2.1. 1. Activities (e.g., day care)—resource for menial jobs, volunteer roles, education, guides

4.5.2.2. 2. Meals

4.5.2.3. 3. Home healthcare

4.5.2.4. 4. Transportation

4.5.2.5. 5. Financial planning and assistance

4.5.2.6. 6. Housing—range of choices

4.5.2.6.1. 1. Licensed homes

4.5.2.6.2. 2. Long-term care institutions—assisted living to skilled nursing

4.5.3. Objective: Disaster resilience.

4.5.3.1. 1. Encourage post-&-pier retrofits (see enhanced CERT)

4.5.3.2. 2. Enhanced CERT

4.5.3.2.1. 1. Basic role and responsibilities to assist first responders

4.5.3.2.2. 2. Directory of resources and needs (Lorraine—Pepe‘ekeō model)

4.5.3.2.3. 3. Retrofit—education; technical assistance; bulk material purchasing; coordinated communal construction

4.5.3.2.4. 4. Shelter—evacuation assistance; manpower assistance at shelter

4.5.4. Objective: Community-supported public facilities. In lieu of the community having to wait indefinitely for fixes and desired programs:

4.5.4.1. 1. County parks. There are three levels of community involvement to upgrade the facility and participate in programs:

4.5.4.1.1. 1. Exclusive community control and capital improvements with no county assistance—lease

4.5.4.1.2. 2. Non-exclusive community control and county-approved capital improvements; county assistance with maintenance or other negotiated arrangements—partnership agreement

4.5.4.1.3. 3. County control; community assistance with maintenance including capital improvements—Friends of the Park program

4.5.4.2. 2. Joint use of schools. Encourage give (mentorship, kupuna) and take

4.5.4.2.1. 1. Continuing education (after-school programs)

4.5.4.2.2. 2. Community center functions (e.g., meetings, socials)

4.5.4.2.3. 3. Recreation facilities (e.g., fields, gyms)

4.5.4.2.4. 4. School-community gardens

4.5.5. Objective: Affordable housing. Range of housing choices for existing residents and labor force.

4.5.5.1. 1. Homeownership

4.5.5.1.1. 1. Fee simple (market appreciation).

4.5.5.1.2. 2. Land trust (perpetual affordability). Dedicate remaining assets of Hāmākua Housing Corporation to land trust and rentals.

4.5.5.2. 2. Rental

4.5.5.2.1. 1. Rental subsidy—check w/ OHCD that no impediments

4.5.5.2.2. 2. Employer assistance programs—helping employers find housing for workers; employers helping employees with rental assistance (e.g., guarantee to landlords)

4.5.5.2.3. 3. County landlord property tax credits

4.5.6. Objective: Access to primary healthcare.

4.5.6.1. 1. Hāmākua medical clinic support

4.5.6.2. 2. Mobile clinics (e.g., dental)

4.5.7. Objective: Preserve the “story”

4.5.7.1. 1. Heritage corridor linkages

4.5.7.2. 2. Waipi‘o Valley wahi pana

4.5.7.3. 3. Plantation camp farmer’s market

4.5.8. Objective: Communication—wireless coverage

4.6. Watershed Mngt

4.6.1. Tie in with Mauna Kea Watershed Alliance

4.6.1.1. Management Goal 1: Protect ground and surface water resources.

4.6.1.1.1. Objective 1A: Protect, enhance, and monitor high-yield watershed areas to maintain water quantity and quality.

4.6.1.1.2. Objective 1B: Support appropriate water development to meet the needs of future water demand.

4.6.1.2. Management Goal 2: Protect and enhance native terrestrial and aquatic ecosystems and their biodiversity and species.

4.6.1.2.1. Objective 2A: Maintain and/or restore native forest cover.

4.6.1.2.2. Objective 2B: Protect and recover rare species. Objective 2C: Protect and enhance riparian buffers to protect stream corridors.

4.6.1.3. Management Goal 3: Manage non-native plant and animal species within appropriate areas to reduce the impacts to native ecosystems and species.

4.6.1.3.1. Objective 3A: Strategically manage feral ungulate damage in high priority native ecosystems and watersheds while providing for increased hunting opportunities in designated areas.

4.6.1.3.2. Objective 3B: Strategically manage other pest species that threaten native ecosystems.

4.6.1.3.3. Objective 3C: Strategically control invasive plants to protect high quality native ecosystems and endangered species. Objective 3D: Control priority invasive aquatic species in windward streams on Mauna Kea.

4.6.1.4. Management Goal 4: Prevent and minimize wildfires on Mauna Kea.

4.6.1.4.1. Objective 4A: Install on-the-ground fuel management measures intended to reduce the number and/or severity of fires.

4.6.1.4.2. Objective 4B: Reduce fuel loads in fire-prone areas, ensuring compatibility with other habitat and watershed protection goals.

4.6.1.4.3. Objective 4C: Develop water sources for fire-fighting purposes in fire-prone areas.

4.6.1.4.4. Objective 4D: Coordinate pre-suppression planning and fire response protocols among landowners.

4.6.1.4.5. Objective 4E: Promote effective communication and public safety during extreme fire weather and during fire-response events.

4.6.1.4.6. Objective 4F: Manage access to fire-prone areas during extreme fire danger weather.

4.6.1.4.7. Objective 4G: Promote post-fire assessment and restoration of burned areas.

4.6.1.5. Management Goal 5: Promote and encourage economic sustainability in balance with habitat and watershed protection goals.

4.6.1.5.1. Objective 5A: Encourage permitted ecotourism, well-managed wilderness experiences, and other forms of managed access, as appropriate and permissible, on public and private lands. Objective

4.6.1.5.2. 5B: Manage future development to ensure it will not have a detrimental impact on the ecosystems of Mauna Kea.

4.6.1.5.3. Objective 5C: Support sustainable uses of the land in balance with habitat and watershed protection goals.

4.6.1.6. Management Goal 6: Manage human activities in the watershed to promote recreational and subsistence opportunities that are compatible with habitat and watershed protection goals.

4.6.1.6.1. Objective 6A: Create and encourage safe and appropriate patterns of access for hiking and recreation on public lands.

4.6.1.6.2. Objective 6B: Continue support of hunting on appropriate lands, where compatible with watershed protection goals and applicable laws.

4.6.1.6.3. Objective 6C: Maintain and secure Keanakolu-Mānā Road and Mauna Kea Summit Access Road to facilitate managed access.

4.6.1.7. Management Goal 7: Protect the cultural landscape and historical resources of Mauna Kea.

4.6.1.7.1. Objective 7A: Ensure that archaeological and other cultural sites within the MKWA area are identified and protected.

4.6.1.7.2. Objective 7B: Provide opportunities for cultural practices that are compatible with habitat and watershed protection goals.

4.6.1.7.3. Objective 7C: Promote awareness of Mauna Kea as an important cultural resource.

4.6.1.8. Management Goal 8: Enhance community awareness and support of watershed values, resources, and management activities on Mauna Kea.

4.6.1.8.1. Objective 8A: Develop and implement education and outreach programs for community members, landowners, and other stakeholders.

4.6.1.8.2. Objective 8B: Provide on-the-ground service learning opportunities for school children and community members.

4.6.1.9. Management Goal 9: Promote and facilitate research opportunities that will enhance the management of Mauna Kea’s resources.

4.6.1.9.1. Objective 9A: Monitor long-term trends in watershed health and water quality.

4.6.1.9.2. Objective 9B: Assess the success of management actions to accomplish habitat and watershed management goals and provide direction for future actions.

4.6.1.9.3. Objective 9C: Support research to help guide new and innovative uses of the land that will sustain economic activities while protecting habitat and watershed values.

4.6.1.10. Management Goal 10: Provide effective administrative coordination, infrastructure, and enforcement.

4.6.1.10.1. Objective 10A: Promote and support the enforcement of existing laws and rules to ensure public safety and prevent unregulated and illegal land and resource uses.

4.6.1.10.2. Objective 10B: Provide and maintain the appropriate infrastructure and administration to allow for effective watershed management and coordination of activities between Mauna Kea Watershed Alliance members.

4.6.2. Objective: To live in harmony with the land

4.6.2.1. Watershed health

4.6.2.1.1. Management measures

4.6.2.1.2. Monitoring and adaptive management—HHCDC role as community partner w/ DOH

4.6.3. Additional Brainstorming During June 9 Meeting

4.6.3.1. Image, brand, and vision outputs on natural resources touch on everything we do.

4.6.3.1.1. Translate into ecosystem services

4.6.3.2. Inventory and assessment

4.6.3.3. Silva-pastoral management

4.6.3.3.1. Trees with stock grazing underneath

4.6.3.4. Best practices tied to land use

4.6.3.5. Conservation Resource Plans

4.6.3.5.1. Limited number of Conservation Resource Plans so good to determine where to target

4.6.3.6. Invasive species

4.6.3.6.1. Fire Ant

4.6.3.6.2. Pig

4.6.3.6.3. Coqui

4.6.3.6.4. Disincentives

4.6.3.6.5. Myconia

4.6.3.7. Win-wins

4.6.3.7.1. Look at native forest areas and whether already projected

4.6.3.8. How much overlap with soil conservation? Agricultural issues?

4.6.3.9. If want to apply for EPA funding, need to comply with watershed strategies

4.6.3.10. Often people lacking to implement components

4.7. Agriculture

4.7.1. Classification system

4.7.1.1. General Plan

4.7.1.2. State Prime Land

4.7.1.3. LSB B Lands

4.7.2. Agricultural irrigation systems—incentive support to farm clusters + IAL

4.7.2.1. 1. Community Facility Districts (CFD) or Improvement Districts (ID)—USDA Rural Development loan/grant programs 2. CIP priorities—leverage CDIP funds as matching funds for CFD/ID to attain debt:value requirements

4.7.3. Objectives: Viable agriculture for food, rural character, bioenergy

4.7.3.1. Food

4.7.3.1.1. Aggregators—clusters of farms (encourage diversity of small farms for resiliency and expanded opportunities—“thousand points of green”)

4.7.3.1.2. Market diversity based on quality levels

4.7.3.1.3. Grass-fed beef—more profit to raise and slaughter locally than shipping to mainland

4.7.3.1.4. Ag Processing

4.7.3.1.5. Ag tourism—supplement income; market promotion

4.7.3.1.6. Education—connection to soil and food, interest and inspiration to farm, appreciation of fresh food (compared to fast food), sustainable labor source, want and able to stay

4.7.3.1.7. Backyard self-sufficiency [part of rural character

4.7.3.2. Timber—distinguish fast-growing (clear-cutting; energy, lumber) vs. hardwoods (craft); use of vast acreage in excess of food requirements; land banking land source should food needs require more land; energy source (electricity or fuel); carbon sequestration positioned for trading; open space

4.7.3.2.1. Sustainable management and harvesting (watershed management measures)

4.7.3.2.2. Part of restoration options as silvo-pastoral practices

4.7.3.2.3. Location controls—viewplanes; wildfire buffer

4.7.3.2.4. Highway pullouts for trucks

4.8. Water

4.8.1. Objective: County water systems

4.8.1.1. 1. Allocation policies support growth policies—encourage infill; discourage sprawl

4.8.1.2. 2. Source capacity consistent with growth boundary

4.8.2. Objective: Agricultural irrigation systems—incentive support to farm clusters + IAL

4.8.2.1. 1. Community Facility Districts (CFD) or Improvement Districts (ID)—USDA Rural Development loan/grant programs

4.8.2.2. 2. CIP priorities—leverage CDIP funds as matching funds for CFD/ID to attain debt:value requirements

4.9. Land Use and Transportation

4.9.1. How do we prevent sprawl going into non-prime agricultural lands

4.9.1.1. Example of non-prime land

4.9.1.2. Land sold into 20-40 acre lots

4.9.1.3. Discourage further changes in zoning

4.9.1.3.1. Don't allow further subdivisions

4.9.1.4. Homesteads - created before statehood

4.9.1.4.1. to get people on the land

4.9.1.4.2. homesteads, need to be better understood and regulated

4.9.1.4.3. some don't have good roads

4.9.1.4.4. anybody can buy them

4.9.1.4.5. Hakalau

4.9.1.5. Change GP designation of 20 acre or greater ag land

4.9.1.5.1. must get approved by State Land Commission

4.9.1.5.2. Conversion to Rural at the edge of a village

4.9.1.5.3. Would help with these small towns with edge room but not much infill develop

4.9.1.6. Public Access

4.9.1.6.1. Dividing into 3 different maps

4.9.1.6.2. Vehicular and pedestrian access

4.9.1.6.3. Test of acceptability

4.9.1.7. Economic Development

4.9.2. Objective: To live in harmony with the land

4.9.2.1. Land Use context

4.9.2.1.1. Areas to protect—manage

4.9.2.1.2. Areas to restore—incentives for multi-use

4.9.2.1.3. Areas for working lands

4.9.2.1.4. Hazard-susceptible areas (overlay? i.e., governed by underlying use designation with special construction requirements)

4.9.3. Objective: Roads

4.9.3.1. 1. Roads-in-limbo

4.9.3.1.1. 1. Gates—no physical problems except for gates

4.9.3.1.2. 2. Non-existent—paper road

4.9.3.1.3. 3. mis-located—exists but outside legal right-of-way

4.9.3.1.4. 4. Maintenance—not in County budget/list to maintain

4.9.3.2. 2. Bridge maintenance (non-highway) and hardening (highway)

4.9.3.3. 3. Highway pullouts? (LOS trigger; pre-identified locations and concept)

4.9.4. Objective: Bus

4.9.4.1. 1. Commuter—route network connected to town/village park & rides

4.9.4.2. 2. Regional paratransit (on-demand) shuttle system

4.10. Sustainability

4.10.1. Objective: To live in harmony with the land

4.10.1.1. Land Use context

4.10.1.1.1. Areas to protect—manage

4.10.1.1.2. Areas to restore—incentives for multi-use

4.10.1.1.3. Areas for working lands

4.10.1.1.4. Hazard-susceptible areas (overlay? i.e., governed by underlying use designation with special construction requirements)

4.10.1.2. Watershed health

4.10.1.2.1. Management measures

4.10.1.2.2. Monitoring and adaptive management—HHCDC role as community partner w/ DOH

4.10.2. Objective: Solid waste

4.10.2.1. 1. zero waste for organics; used for compost, feed, and/or energy to reduce ag input costs (PBARC plan);

4.10.2.2. 2. reuse and recycle—Laupahoehoe Transfer Station as model

4.10.3. Objective: Energy—renewable sources + decentralized network

4.11. Public Access

4.11.1. Objective: Expanded responsible access for outdoor activities (e.g., fishing, hunting, hiking, surfing)

4.11.1.1. 1. Community-managed public access

4.11.1.1.1. 1. Nonprofit manager

4.11.1.1.2. 2. Carries insurance

4.11.1.1.3. 3. Educates and controls who accesses

4.11.1.1.4. 4. Manages access control system

4.11.1.2. 2. Agreement between landowner and nonprofit

4.11.1.2.1. 1. Public land—stewardship agreement

4.11.1.2.2. 2. Private land—access agreement

4.11.1.3. 3. Identified person who accesses

4.11.1.3.1. 1. High-tech—smart card

4.11.1.3.2. 2. Low-tech—token + manual counter

4.11.1.4. 2. Hunting/hiking to public forest reserves

4.11.1.4.1. 1. Continuous access from highway to trailhead

4.11.1.4.2. 2. Proper trailhead signage to know start of trail and parking

5. Build an image/campaign

5.1. Regional Brand

5.1.1. Relationship of brand to CDP

5.1.1.1. Richard Haw: Papaya processing guy doing alot of work

5.1.1.1.1. Check List for How to do it

5.1.1.1.2. Use brand to get into local markets

5.1.1.1.3. He tells his farmers how much to grow

5.1.1.2. Aggregatorconcept:

5.1.1.2.1. Check list

5.1.1.2.2. Hubs and links map

5.1.1.2.3. Ag Coop

5.1.1.2.4. Value added

5.1.1.2.5. Higher end markets

5.1.1.2.6. How to promote the ag processing

5.1.2. Relationship to existing "brands"

5.1.3. How to qualify to use brand

5.1.4. Foster cooperation rather than compete

5.1.5. Images are self-fulfilling process

5.1.5.1. Images of Hāmākua

5.1.5.1.1. Waterfalls

5.1.5.1.2. Green open spaces

5.1.5.1.3. Small town settings

5.1.5.2. When it comes to ag: Not just Hāmākua

5.1.5.2.1. South Hilo is bulk of agriculture

5.1.5.3. Water experiences

5.1.5.3.1. Access to the waterfall

5.1.5.3.2. Acceptable to the community

5.1.5.3.3. Tourism can = treading on sacred land

5.1.5.4. Tourism

5.1.5.4.1. Marketing for visitors needs to resonate with identity of area

5.1.5.5. Sacred places

5.2. Plan represents the system

5.2.1. ID gaps

5.2.2. Creating networks

5.3. Possible Themes

5.3.1. Green coast (spin-off of last big idea: Gold Coast)

5.3.2. Slow Food/Local Food

6. Capacity Building

6.1. Establish a usable decision making framework

6.1.1. Why a DM Framework?

6.1.1.1. Educational: better understanding of issues

6.1.1.1.1. Growth is happening

6.1.1.1.2. Antigrowth sentiment leads to antiplanning

6.1.1.1.3. Need framework to begin to have conversation

6.1.1.1.4. How we frame growth, very sensitive issue in Hāmākua

6.1.1.2. How planning will help protect core community values

6.1.1.3. How strategies impact those values

6.1.1.4. Example Scenarios

6.1.1.4.1. Baseline

6.1.1.4.2. Trend

6.1.1.4.3. Directed

6.1.2. Data

6.1.3. Indicators

6.1.3.1. linked to vision/values

6.1.3.2. Map it

6.1.3.3. Filter it

6.1.3.4. Evaluate it

6.1.4. Models

6.1.4.1. CommunityViz Analysis

6.1.4.1.1. Buildout

6.1.4.1.2. Suitability

6.1.4.1.3. Timescope

6.1.4.1.4. Indicators

6.1.4.2. Conclusion: Shrink to reasonable size the LUPEG designations

6.1.4.3. Decision Making Optimizer

6.1.4.3.1. Housing

6.1.4.3.2. Transportation

6.1.4.3.3. Economy

6.1.4.3.4. With older demographic important consideration

6.1.5. User Experience

6.1.5.1. Agency Decision Making

6.1.5.1.1. Design lab

6.1.5.1.2. Visualization

6.1.5.1.3. Indicators Dashboard

6.1.5.1.4. Online Communications

6.1.5.1.5. Face-to-face interactions

6.1.5.2. Stakeholder and public input

6.1.5.2.1. Design lab

6.1.5.2.2. Visualization

6.1.5.2.3. Indicators Dashboard

6.1.5.2.4. Online Communications

6.1.5.2.5. Face-to-face interactions

6.1.6. Iterative - Integratative - Value Added System

6.2. Technology Audit

6.3. Tool Acquisition

6.4. Tool Integration

6.5. Interagency coordination

6.6. Public and Stakeholder Involvement

6.7. Training

7. Implementation

7.1. Policy Making

7.1.1. Leverage land use mechanisms

7.1.1.1. identify necessary changes to General Plan, if any

7.2. Resource Expenditure

7.2.1. Resources to get things done

7.2.2. Restrictions on how money spent

7.2.3. Pilot Projects

7.2.3.1. Aggregators

7.2.4. Full scale programs

7.3. Partnerships and networking

7.3.1. Convening

8. CDP Process

8.1. Talk Story - Vision and Values

8.2. Form Steering Committee

8.3. Sub-regional workshops

8.4. Charrette

8.5. Toolkit development

8.6. Scenario development

8.7. Integrated Strategies (from Roy's pre-mtg doc)

8.7.1. Economy, Land Use, Environment—the regional framework

8.7.2. Objectives: Viable agriculture for food, rural character, bioenergy

8.7.2.1. Food

8.7.2.1.1. Aggregators—clusters of farms (encourage diversity of small farms for resiliency and expanded opportunities—“thousand points of green”)

8.7.2.1.2. Market diversity based on quality levels

8.7.2.1.3. Grass-fed beef—more profit to raise and slaughter locally than shipping to mainland

8.7.2.1.4. Ag Processing

8.7.2.1.5. Ag tourism—supplement income; market promotion

8.7.2.1.6. Education—connection to soil and food, interest and inspiration to farm, appreciation of fresh food (compared to fast food), sustainable labor source, want and able to stay

8.7.2.1.7. Backyard self-sufficiency [part of rural character

8.7.2.2. Timber—distinguish fast-growing (clear-cutting; energy, lumber) vs. hardwoods (craft); use of vast acreage in excess of food requirements; land banking land source should food needs require more land; energy source (electricity or fuel); carbon sequestration positioned for trading; open space

8.7.2.2.1. Sustainable management and harvesting (watershed management measures)

8.7.2.2.2. Part of restoration options as silvo-pastoral practices

8.7.2.2.3. Location controls—viewplanes; wildfire buffer

8.7.2.2.4. Highway pullouts for trucks

8.7.3. Objective: To live in harmony with the land

8.7.3.1. Land Use context

8.7.3.1.1. Areas to protect—manage

8.7.3.1.2. Areas to restore—incentives for multi-use

8.7.3.1.3. Areas for working lands

8.7.3.1.4. Hazard-susceptible areas (overlay? i.e., governed by underlying use designation with special construction requirements)

8.7.3.2. Watershed health

8.7.3.2.1. Management measures

8.7.3.2.2. Monitoring and adaptive management—HHCDC role as community partner w/ DOH

8.7.4. Objective: Appropriate eco-tourism—regional brand certification (pre-approval to show community support when applying for permit); permit criteria

8.7.4.1. Mitigated environmental impact (e.g., no impact to natural beauty sites)

8.7.4.2. Mitigated community impact (e.g., traffic, noise impacts)

8.7.4.3. Employment/education opportunities to residents

8.7.5. Objective: Diverse, appropriately-scaled economic base to supplement and complement agriculture

8.7.5.1. Town revitalization plans + infrastructure financing (e.g., innovative financing for water and wastewater to enable the planned growth

8.7.5.2. Heritage Corridor and Hubs and Links map

8.7.5.2.1. Designation as Scenic Byway (Heritage Corridor Plan)

8.7.5.2.2. Create the “story”

8.7.5.3. Regional brand—distinguish and synergize diverse elements of economy

8.7.5.3.1. Health & wellness—fresh; encourage natural farming/organic; nutritional completeness (food pyramid)

8.7.5.3.2. Quality control—alternative food safety standards

8.7.5.3.3. Slow food, slow travel, slow lifestyle

8.7.6. Community—strengthening the sense of community and preserving a rural lifestyle

8.7.7. Objective: Access to primary healthcare.

8.7.7.1. 1. Hāmākua medical clinic support

8.7.7.2. 2. Mobile clinics (e.g., dental)

8.7.8. Objective: Expanded responsible access for outdoor activities (e.g., fishing, hunting, hiking, surfing)

8.7.8.1. 1. Community-managed public access

8.7.8.1.1. 1. Nonprofit manager

8.7.8.1.2. 2. Carries insurance

8.7.8.1.3. 3. Educates and controls who accesses

8.7.8.1.4. 4. Manages access control system

8.7.8.2. 2. Agreement between landowner and nonprofit

8.7.8.2.1. 1. Public land—stewardship agreement

8.7.8.2.2. 2. Private land—access agreement

8.7.8.3. 3. Identified person who accesses

8.7.8.3.1. 1. High-tech—smart card

8.7.8.3.2. 2. Low-tech—token + manual counter

8.7.8.4. 2. Hunting/hiking to public forest reserves

8.7.8.4.1. 1. Continuous access from highway to trailhead

8.7.8.4.2. 2. Proper trailhead signage to know start of trail and parking

8.7.9. Objective: Community-supported public facilities. In lieu of the community having to wait indefinitely for fixes and desired programs:

8.7.9.1. 1. County parks. There are three levels of community involvement to upgrade the facility and participate in programs:

8.7.9.1.1. 1. Exclusive community control and capital improvements with no county assistance—lease

8.7.9.1.2. 2. Non-exclusive community control and county-approved capital improvements; county assistance with maintenance or other negotiated arrangements—partnership agreement

8.7.9.1.3. 3. County control; community assistance with maintenance including capital improvements—Friends of the Park program

8.7.9.2. 2. Joint use of schools. Encourage give (mentorship, kupuna) and take

8.7.9.2.1. 1. Continuing education (after-school programs)

8.7.9.2.2. 2. Community center functions (e.g., meetings, socials)

8.7.9.2.3. 3. Recreation facilities (e.g., fields, gyms)

8.7.9.2.4. 4. School-community gardens

8.7.10. Objective: Affordable housing. Range of housing choices for existing residents and labor force.

8.7.10.1. 1. Homeownership

8.7.10.1.1. 1. Fee simple (market appreciation).

8.7.10.1.2. 2. Land trust (perpetual affordability). Dedicate remaining assets of Hāmākua Housing Corporation to land trust and rentals.

8.7.10.2. 2. Rental

8.7.10.2.1. 1. Rental subsidy—check w/ OHCD that no impediments

8.7.10.2.2. 2. Employer assistance programs—helping employers find housing for workers; employers helping employees with rental assistance (e.g., guarantee to landlords)

8.7.10.2.3. 3. County landlord property tax credits

8.7.11. Objective: Elderly support. Age in place

8.7.11.1. 1. Activities (e.g., day care)—resource for menial jobs, volunteer roles, education, guides

8.7.11.2. 2. Meals

8.7.11.3. 3. Home healthcare

8.7.11.4. 4. Transportation

8.7.11.5. 5. Financial planning and assistance

8.7.11.6. 6. Housing—range of choices

8.7.11.6.1. 1. Licensed homes

8.7.11.6.2. 2. Long-term care institutions—assisted living to skilled nursing

8.7.12. Objective: Disaster resilience.

8.7.12.1. 1. Encourage post-&-pier retrofits (see enhanced CERT)

8.7.12.2. 2. Enhanced CERT

8.7.12.2.1. 1. Basic role and responsibilities to assist first responders

8.7.12.2.2. 2. Directory of resources and needs (Lorraine—Pepe‘ekeō model)

8.7.12.2.3. 3. Retrofit—education; technical assistance; bulk material purchasing; coordinated communal construction

8.7.12.2.4. 4. Shelter—evacuation assistance; manpower assistance at shelter

8.7.13. Objective: Preserve the “story”

8.7.13.1. 1. Heritage corridor linkages

8.7.13.2. 2. Waipi‘o Valley wahi pana

8.7.13.3. 3. Plantation camp farmer’s market

8.7.14. Infrastructure—priorities and financing alternatives

8.7.15. Objective: Solid waste

8.7.15.1. 1. zero waste for organics; used for compost, feed, and/or energy to reduce ag input costs (PBARC plan);

8.7.15.2. 2. reuse and recycle—Laupahoehoe Transfer Station as model

8.7.16. Objective: Roads

8.7.16.1. 1. Roads-in-limbo

8.7.16.1.1. 1. Gates—no physical problems except for gates

8.7.16.1.2. 2. Non-existent—paper road

8.7.16.1.3. 3. mis-located—exists but outside legal right-of-way

8.7.16.1.4. 4. Maintenance—not in County budget/list to maintain

8.7.16.2. 2. Bridge maintenance (non-highway) and hardening (highway)

8.7.16.3. 3. Highway pullouts? (LOS trigger; pre-identified locations and concept)

8.7.17. Objective: Bus

8.7.17.1. 1. Commuter—route network connected to town/village park & rides

8.7.17.2. 2. Regional paratransit (on-demand) shuttle system

8.7.18. Objective: County water systems

8.7.18.1. 1. Allocation policies support growth policies—encourage infill; discourage sprawl

8.7.18.2. 2. Source capacity consistent with growth boundary

8.7.19. Objective: Agricultural irrigation systems—incentive support to farm clusters + IAL

8.7.19.1. 1. Community Facility Districts (CFD) or Improvement Districts (ID)—USDA Rural Development loan/grant programs

8.7.19.2. 2. CIP priorities—leverage CDIP funds as matching funds for CFD/ID to attain debt:value requirements

8.7.20. Objective: County CIP—Laupahoehoe Boat Ramp

8.7.21. Objective: Energy—renewable sources + decentralized network

8.7.22. Objective: Communication—wireless coverage

8.8. Draft Strategies and Recommendations

8.8.1. Strategies Matrix

8.9. Ecosystem Based Management Integration

8.9.1. Link to Mauna Kea Watershed Plan

8.10. Regional Workshop

8.11. Imaging and branding

8.12. Online resources

8.13. Plan Adoption