G. Recommendations in the area of Future: Sustainability and Technology

Recommendation FUT-1:  Support stable, fast, and secure broadband infrastructure throughout Kaua’i.
Recommendation FUT-2:  Accelerate the conversion of cesspools.
Recommendation FUT-3:  Establish Kaua’i Works program to support local business.
Recommendation FUT-4:  Leverage innovation to solve local problems.
Recommendation FUT-5: Implement a new paradigm for visitor travel.
Recommendation FUT-6: Support an economically viable solution to clean up the Great Pacific Garbage Patch.
Recommendation FUT-7:  Support Entrepreneurship & Higher Paying Jobs on Kauai.
Recommendation FUT-8:  Kaua‘i Tourism Strategic Plan – “Refocusing Tourism to Find Balance”.

Recommendation FUT-1:  Support stable, fast, and secure broadband infrastructure throughout Kaua’i.

Overview: The County of Kaua’i must foster and encourage a more consolidated, committed and focused effort by county agencies, service providers, and other stakeholders in order to ensure ubiquitous high-speed broadband and cell service availability to best position Kaua’i for economic competitiveness.

Need that will be addressed: This recommendation seeks to address these questions: 1) Does Kaua’i’s current state of broadband & cellular service ensure reliability, redundancy & resiliency (Note: 10/28/19 internet shutdown)?  Can expanded broadband capacity on Kaua’i improve connectivity and opportunities for small businesses and community members?  2) Is there adequate coverage throughout Kaua’i? and 3) How do we ensure competition among service providers to offer fair/affordable pricing and quality customer service?

County Action: The County of Kaua’i should be the responsible party to convene the service providers and key partners to ensure that the necessary planning and infrastructure is on-going for the availability and quality of service to meet and/or exceeds stated goals and targets to ensure ubiquitous high-speed broadband and cellular service throughout Kaua’i. County of Kaua’i leadership is needed to guide stated public interest goals to align private sector development of these services and governmental facilitation to achieve affordable and ubiquitous service and expanded capacity.  

The County’s role would be to:  (a) Fund a current state assessment of our internet infrastructure; and (b) Convene a Kaua’i task force for the purposes of evaluating and aligning Kaua’i’s progress in the context of County policy and/or Hawaii’s Broadband Strategic Plan or other statewide policy.

Expected outcomes (incl. job creation): Strategic planning and investments to improve the accessibility and quality of service for ubiquitous broadband and cellular services on Kaua’i to improve current services and create future opportunities. As communication is the backbone of our economy, even a short shutdown (such as on October 28, 2019) can cause commerce to come to a standstill. Attention in this area is not only vital to preserving our economy (and therefore jobs), but it can create hundreds of new jobs.

Timeframe: This is a long-term project that can begin immediately by: 1) gathering Kaua’i-specific information on the current state of telecommunications infrastructure; and 2) in the near-term, appointing & convening a Broadband & Cellular Service Task Force connected to/coordinated with the State Task Force and intended for direct, Kaua’i-specific recommendations and implementation.

Alignment:  This recommendation aligns with recommendation HEA-3 and EDU-3.

Recommendation FUT-2:  Accelerate the conversion of cesspools.

Overview: By incorporating a variety of mechanisms, including everything from Public-Private Partnerships to unique funding mechanisms that support economically-disadvantaged homeowners and build community goodwill and economic strength, we can significantly increase the rate of actual conversions. The committee believes that it is possible to address and convert 80% of the 6,700 high-priority cesspools within the next 4 years – well in advance of the 2050 mandate.

Need that will be addressed: Hawaii has nearly 88,000 cesspools that put 53 million gallons of raw sewage into the State’s groundwater and surface waters every day. Almost half of Kaua’i homes operate on cesspool.

County Action: Committee members feel the non-profit community is best positioned to oversee this process, and that the project will be “community-led, government-supported.” The Mayor would be asked to reaffirm the County’s commitment to converting as many cesspools in this administration as possible. The Mayor would also be asked to direct a point person from the County to work with the planning group.

Expected outcomes (incl. job creation): The committee is eager to help sort out these complex details to develop a clear and accelerated conversion path forward. We need to bring together partners in all sectors and facilitate an update of technical, economical, and political paths forward while building on the great work already done.

There are over 6,700 cesspools in Po’ipu, Kapa’a and Hanalei. Replacing these with aerobic treatment system (ATS) we would employ dozens of machine operators, engineers and plumbing contractors along with laborers.

Timeframe: Planning can be started immediately. We anticipate piloting these processes and plans in the relatively small-scale area of Hanalei first and incorporating lessons learned into the bigger implementations at Kapa’a and Po’ipu. Construction can start in 3 months from initiation.

Recommendation FUT-3:  Establish Kaua’i Works program to support local business.

Overview: Kaua’i Works will serve as a comprehensive Business Development and Support Center. It will be the infrastructure support for Kaua’i Made and Kaua’i Grown. Buy-in for this program from Administration and OED is key. The program can be initially launched online, with support within OED. Satellite offices in key locations across the islands will help to support community-specific efforts.

Need that will be addressed: The County’s Economic Recovery initiative is missing a coordinated platform where economic development resources and programs are streamlined and organized. The initiative also needs a brand that industry leaders will buy into and that the community can start to rally around now.

County Action: It is envisioned that this would involve the Office of the Mayor and OED in partnership with SBDC, Kaua’i Entrepreneur Center, Work Hawaii, HTA, etc. The County’s role would be:

(1) Provide buy-in for Kaua’i Works; 

(2) Provide the opportunity to develop the details of the website and program; 

(3) Provide resource to launch website and other digital platforms; 

(4) Support coordination of partners that will be a part of effort; 

(5) Support a feasibility study for satellite offices around the island.

Expected outcomes (incl. job creation): The purpose of Kauaʻi Works is to strengthen our community’s ability to grow existing businesses and create new businesses which service the needs of the people of Kauaʻi, our island home, and our guests. The program will particularly focus on support and creation of businesses that “build local basics” (food & resources, a steady-and-ready workforce, etc)) and promote the health and wellness of people and places (careers in health, sports and nutrition, addressing environmental and infrastructure challenges, etc).

A new position may be needed at OED. Ultimately creating and maintaining business and employment on Kaua’i is the purpose of Kaua’i Works. Kaua’i Works also identifies and promotes businesses and careers that fill our own needs.

Timeframe: This project can start immediately.

Alignment:  This recommendation aligns with recommendations AGR-2 and BUS-3.

Recommendation FUT-4:  Leverage innovation to solve local problems.

Overview: We propose the first phase of a partnership that will enable us to connect with innovators around a limited number of specific problems we needs solved on Kaua’i. We will take the time to articulate some of these challenging problems and shape a collaborative process within which innovators and entrepreneurs can come forward to propose business models and innovations that may be able to solve them.

Need that will be addressed: We do not currently have a program to foster innovation as a key economic development strategy on Kaua’i. There is a shared sense in many of our economic development discussions that technology and innovation are important components of economic recovery, sustainability, and diversification. We often site remote employment opportunities and high paying tech jobs that residents can qualify for if only they go through this or that training programs or learn this or that skill. However, we rarely think of how innovation might be deployed in our own backyard to help solve challenging local problems like waste and transportation. By committing ourselves to use innovation in our own context, we can create a ‘culture of innovation’ that helps our whole community apply these tools.

County Action: Kaua’i County Office of Economic Development will partner with the Elemental Excelerator to develop the first phase of this project. The County would be specifically asked to:

1) Continue to provide leadership on the importance of innovation as a tool and process to solve our most challenging problems;

2) Support the development of an innovation partnership that enables informed risk taking and flexibility outside of the bounds of conventional government procurement;

3) Review and support the identification of the initial round of challenges to be taken up by the innovation partnership, and broker partnerships with key community allies.

Expected outcomes (incl. job creation): This action will help us better define how Kaua’i County and local partners can support innovation not just as a jobs creator, but as a critical tool for economic development and problem-solving on Kaua’i. The outcome will be the development of specific programs and policies within OED and with County partners to leverage innovation as a local problem solving tool.  

A remote island that broadly and deliberately deploys innovation to solve problems could become a testbed for such ideas, attracting investment from outside and stimulating the creation of high value jobs. 

Timeframe: Phase one is proposed to begin immediately and occur over the next 18 months.

Recommendation FUT-5: Implement a new paradigm for visitor travel.

Overview: The vision of a new paradigm for visitor travel is articulated in the Short Range Transit Plan and in the Kaua’i County General Plan Update (page 132). There are many proposed inter-related components that need to occur for this transportation model to be fully operational:

1. Shuttles from the airport to resort areas
2. Shuttles within resort areas (between resorts, shopping centers, beaches, etc.)
3. Improved bike/pedestrian infrastructure in resort areas
4. Bike share for first mile/last mile connections (including e-bikes, e-scooters, etc.)
5. Car share/short term car rental in resort areas, so visitors can rent a car for a day instead of for a week
6. A website that explains all of this, and is a “one stop shop” to book transportation without having to go to multiple websites, and possibly a “green pass” transportation package that includes all of your transportation needs for a visit (for example, round trip shuttle to/from airport, unlimited transit during stay, bike share, a couple of Uber/Lyft/taxi rides, and a one day car rental.
7. Links and coordination between the resort area shuttles and The Kaua’i Bus so that employees can use this system with convenient transfers and times coordinated with shift hours.
8. Charges for parking at resorts and destinations such as county beach parks to discourage use of rental cars and incentivize shuttle use.
9. A comprehensive marketing and information effort.

Need that will be addressed: While we all want the economy to reopen, no one wants the same level of traffic congestion we experienced before COVID-19. The goal of this recommendation is therefore to reduce the visitor industry’s impact on traffic and greenhouse gas emissions, reduce vehicle crashes, and support those working in the visitor industry who have suffered economically by providing more affordable options to get to work other than driving a personal vehicle.

County Action: Much like the North Shore Transportation Committee that was convened by Representative Nakamura to address traffic impacts on the North Shore, a similar approach will be necessary, bringing together the County, Visitor Industry, HDOT, community groups, and other stakeholders.

The County’s role will be:

1. Leadership and advocacy in communicating and supporting this transportation model, coordinating with the visitor industry and other stakeholders.
2. Leadership in collaborating with HDOT Airports to change the model at the Lihue Airport from an expensive proposed rental car center to use of the rental car surcharge for operations of shuttles between the airport and resort areas. This is the most critical need for coordination between the State and County.
3. Support, such as priority permit processing, for private entrepreneurs who may want to implement private portions of this model.
4. Code changes as needed to support this model through parking changes, such as paid parking at County beach parks and other visitor destinations.
5. Code changes as needed to support micro mobility sharing for first mile/last mile connections in resort areas.
6. Encouragement of private parking changes, such as debundling of parking fees from resort fees. In other words, there should be an itemized fee for parking at resorts.
7. Support of incentives to encourage the use of this system by visitor industry employees.
8. Financial support to improve the bicycle and pedestrian infrastructure in resort areas on county roads and properties.
9. Potential grants or other support to pilot private transportation providers to participate in this system
10. Potential financial support to implement a “green pass” system and website
11. Potential financial support of marketing Kaua’i as the “green island,” a place you can visit and enjoy without having to rent a car

Expected outcomes (incl. job creation): The expected outcomes are reduced traffic congestion, improved traffic safety, and more affordable transportation choices for visitor industry employees.

New jobs will be shuttle operations, management and maintenance; website creation and management; financial systems management; possible increase in visitor jobs due to potential increase in eco-tourism; jobs created through private transportation systems, including micro mobility sharing, potential increased use of Transportation Network Companies such as Uber and Lyft; transportation entrepreneurs who fill niches (for example, private van service from Po’ipu to Port Allen or Po’ipu to Koke’e); increase in satellite car rental jobs at resorts; 

Support of existing jobs will be the potential reduction in personal transportation costs of resort users who use this system to get to and from work.

There may also be a potential loss of rental car jobs at the airport.

Timeframe: Now is the time to implement this system before tourism reopens and we go back to the status quo. This model could begin to be implemented even if all the pieces are not in place and as a means to open up a portion of the visitor industry sooner while protecting island residents from COVID-19. 

Recommendation FUT-6: Support an economically viable solution to clean up the Great Pacific Garbage Patch.

Overview: A demonstration project is envisioned that is of a scale that will address the needs of Kauaʻi, and that can be replicated or scaled to a larger capacity on other islands. Key to its implementation is the formation of a public-private-partnership (P3) to identify and secure the land, technologies, and contractual arrangements for designing, permitting, constructing and operating the demonstration project on Kauaʻi.

Need that will be addressed: Plastic waste collected from the ocean and Kaua’i’s existing waste stream would be converted to “renewable” liquid fuels and/or plastic feedstock. The fuels could be used by KIUC to generate electric power and count towards KIUCʻs renewable portfolio standards. Recycled plastic feedstock would be sold to other firms for making new plastic products that fit niche local markets (e.g., septic tanks with high shipping costs, high volume low cost products such as road base/drainage mats, retaining wall blocks, etc).

County Action: Ideally, a public-private-partnership (P3) may be formed to execute the project, and operate the demonstration facility once it becomes commercial. Contractual relationships for delivery of plastic waste (collected by others) to the demonstration facility on Kauaʻi, and for delivery of renewable fuel to industrial consumers (e.g., KIUC). Inclusion of key NGO partners such as Surfrider Foundation to help champion the project within the community.

The County’s role specifically would be:

1)  Provide leadership to champion the demonstration project (“Kauaʻi Demonstrates Technology to Convert Ocean Plastic Waste to Renewable Fuel While Improving Local Waste Management”); and

2)  Participate in P3 organization; develop a project proposal for securing approximately $3.75M for project and process design, identification of technologies, land, preliminary engineering design, permitting, and financing.

Expected outcomes (incl. job creation): Plastic waste collected from the ocean would be converted to “renewable” liquid fuels and/or plastic feedstock. The fuels could be used by KIUC to generate electric power and count towards KIUCʻs renewable portfolio standards. Recycled plastic feedstock would be sold to other firms for making new plastic products (e.g., septic tanks).

Jobs would be created for:

1)  Project Development

2)  Engineering, Permitting, and Construction

3)  Project Operation & Maintenance

4)  Marketing and Contracting for Sale of products

Timeframe: The demonstration project can be developed within 18 months, and constructed and achieve commercial operation within an additional 18 months. 

Recommendation FUT-7:  Support Entrepreneurship & Higher Paying Jobs on Kauaʻi.

Overview & Immediate Relevance:  Restore hope and confidence in the economic future for our island community.  A large percentage of local families are unemployed and receiving UI benefits that will continue, but what’s next?  Will their job come back, will tourism snap back, or do they have to look for another job — if so, where are the jobs in the future?  Entrepreneurship (i.e., the ability to create your own destiny) has always been at the center of a recovery effort (ref: Why Entrepreneurship Is Important to the Economy, by S. Seth.  Entrepreneurs improve standards of living, and in addition to creating wealth with entrepreneurial ventures, they also create jobs and contribute to a growing economy.  New products and services created by entrepreneurs can produce a cascading effect, where it stimulates related businesses or sectors that need to support the new venture, furthering economic development.  An investment of $249,000 would determine the feasibility, create designs, recruit and attract new jobs, and support a vibrant future for Rice Street.

Needs that will be addressed: 

Growing discrepancy between local wages and the cost of living on Kauaʻi including:

1. Lack of jobs with livable wages
2. Need to reduce the “Brain Drain” by creating real opportunities at home
3. Need for modern live/work environment; shortage of housing and innovative space
4. Economic insecurity is causing stress on families (e.g., teen suicide & lack of hope)

Diversification of employer base; focus on higher paying industries & future growth:

1. Educating & retraining our community is critical in order to break tourism dependency
2. Kauaʻi Tech Park to attract satellite offices, innovation, and community
3. Commercial space with infrastructure to support new federal contracts on Kauaʻi
4. Tier 5 Data Center to become an engine of job growth and efficiency 

County Action:  

Milestones 1=immediate, 2=immediate, 3=go/no based on #1 & #2, 4=go/no based on #3  

(1) Conduct a feasibility plan to convert old Times Supermarket on Rice Street into a Data Center to support high functioning networks, which is an essential element to attract higher paying jobs & entrepreneurship (e.g. Urban Sustainability Network, Switch). = $12,000

(2) Engage local research & design to plan an entrepreneur center for job growth = $12,000

(3) Recruit & attract anchor tenants, hire architects, determine requirements, sign commitments.  Targets include: a Google satellite office, Facebook satellite office, Cybersecurity company (Last wall Networks), Clean-Energy company (Intersect Power), Data & Science company (Signal).  County Planning, Engagement with Grove Farm (land) = $100,000. Only if milestone 1 & 2 is achieved with a compelling go decision; otherwise, money is not spent.

(4) Phase 1 ground break plan = $125,000.  Only if milestone 3 is accomplished, and we have a private investments along with anchor tenants committed; otherwise, money is not spent.

Why it deserves attention of the Mayor’s Office & the County of Kauaʻi:  Several successful mayors have taken a direct role in economic development projects of this sort. (Austin 20k Jobs in 10yrs, Austin Incubator, Vancouver Mayor, Record).  The investment in time pays off significantly: new jobs created, more taxable revenue, a financially sustainable community. 

Expected outcomes (incl. job creation): 

1. New businesses (increase GET base) + new employees + supporting jobs.  4 anchor tenants = $200,000 in annual General Excise Tax revenue, which will attract additional business = additional $100,000 in annual General Excise Tax revenue,
2. Incubate a community of local entrepreneurs who will create new economic opportunities on Kauaʻi.  25-30 each year.  $50,000 in General Excise Tax revenue year 1 with a 4-5% growth rate.
3. 50 high paying jobs ~ 150 family members with financial stability

Timeframe: Immediate (Now until the end of 2020): understand requirements & secure interest from anchor tenants to create immediate activity, which will lay the groundwork for a sustainable economic engine to develop and incubate new businesses on Kauaʻi.

(1) Conduct a feasibility plan to convert old Times Supermarket on Rice Street into a Data Center to support high functioning networks (e.g. Urban Sustainability Network, Switch) = 5/2020 to 8/2020

(2) Engage local research & design to plan a center for job growth = 5/2020 to 7/2020

(3) Recruit & attract anchor tenants, hire architects, determine requirements, sign commitments.  Targets include: a Google satellite office, Facebook satellite office, Cybersecurity company (Last wall Networks), Clean-Energy company (Intersect Power), Data & Science company (Signal).  County Planning, Engagement with Grove Farm (land) = 8/2020 to 12/2020

Recommendation FUT-8:  Kaua‘i Tourism Strategic Plan – “Refocusing Tourism to Find Balance”.

Overview: We propose to change the visitor model from visitor focused to host managed by helping the existing Kauai Tourism Strategic Plan 2019-2021 gain some ground.  Times have changed.  We are at a tipping point and the risk of unbalanced tourism threatens the environment, quality of life and the visitor experience.  While the economic metrics of tourism are still vital, “quality of life” metrics are now essential:  quality of the visitor experience, impact of the visitor industry on local residents and the environment.  Kaua‘i residents, are more comfortable sharing their island home with an appropriate number of visitors who appreciate the opportunity to visit Kaua’i as respectful guests. This will ensure the sustainability of the visitor industry while protecting our quality of life that includes a rural lifestyle, long history and storied culture, and pristine natural environment.  We also believe that we need to maximize local economic impact for Kaua‘i Made smaller businesses to benefit more regularly from the purchasing power of visitors.

The project would encompass: 

1. Creation of a Task Force made up of the visitor industry and the Futures/Sustainability team to review the current Tourism Strategic Plan and brainstorm new ways to move the needle on recommendations to manage the visitor industry to see balance.
2. Project Development from the Task Force & Funding 
3. Project Execution 

Need that will be addressed: The present model that has no limitations on numbers of visitors or how many can be in one place at one time has historically fostered a resentful and often challenging relationship between Kauai’s residents and visitors, notwithstanding the fact that tourism is Kauai’s primary economic driver.

County Action: 

1. Mayor convenes a Task Force that includes our Tourism Strategic Plan members from the visitor industry and the Futures/Sustainability team members and other out of the box thinkers to review the “Kaua‘i Tourism Strategic Plan-Refocusing Tourism to Find Balance” The task force would come up with solutions to long standing issues related to in the plan.  The deliverables for their work would look at visitor management by areas visited and be similar to the Hana State Park Master plan, but the scope would be much larger, encompassing all areas of the island except Hana. The taskforce would honor and complement already existing area plans and would also consider the appropriate level of tourism for Kaua’i as a whole for each area. Those findings will provide guidance to the County of Kaua’i to implement strategies to manage frequently visited visitor areas. Estimated cost for a facilitator for this group $50,000.  Estimated costs for data collection programs to look at managing numbers:  $250,000-$500,000.   
2. We also propose that the County develop a strategic plan for the Kaua’i Made program to build on the early success of the program and plan for full development of opportunities across the broad spectrum of businesses that are part of the program. This will allow local residents to see benefits from visitor purchasing power.  $25,000 to contract this work.
3. Pursuant to managing the overall volume of tourism by limiting the number of visitor units, the Planning Department would create a strategic plan to address effective enforcement against illegal units, and to create a mechanism to limit the addition of new visitor accommodation units in the future including camper vans.  $25,000 to contract this work.

Expected outcomes (incl. job creation): Through better management of our visitor industry infrastructure, our public spaces and natural environment, we will cultivate a better relationship between visitors and residents.  The action will create jobs in the following ways: creation of new visitor data tracking professionals; expansion of the Kaua’i Made program will create new small businesses along with the raw material sourcing and manufacturing that will be needed and new enforcement positions will be hired.

Timeframe: Task Force convening can be immediate.  Creation of a Kaua‘i Made strategic plan is immediate.  Creation of a strategic Plan for enforcement is immediate.