INCREASED FOOD SECURITY AND FOOD SELF-SUFFICIENCYSTRATEGYA STATE STRATEGIC/FUNCTIONAL PLAN
PREPARED IN ACCORDANCE WITH HRS CHAPTER 226
HAWAII STATE PLAN
and theHAWAII COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

Prepared by
OFFICE OF PLANNING
DEPARTMENT OF BUSINESS ECONOMIC DEVELOPMENT & TOURISM
IN COOPERATION WITH THE
DEPARTMENT OF AGRICULTURE
STATE OF HAWAIIThis Report Was Prepared under an Award from the
U.S. Department of Commerce
Economic Development Administration
Award Number 07 69 06658

This report was prepared by the Office of Planning, Department of Business, Economic
Development & Tourism. The statements, conclusions, and recommendations are those of theauthor and do not necessarily reflect the views of the Economic Development Administration.

Office of Planning
235 South Beretania Street, 6th Floor
Honolulu, Hawaii 96813

ABSTRACTThe “Increased Food Security and Food Self-Sufficiency Strategy” sets forth objectives, policies andactions to increase the amount of locally grown food consumed by Hawaii’s residents. The economic
impact of food import replacement is significant. Replacing just 10% of the food Hawaii currently
imports would amount to approximately $313 million dollars which would remain in the State. The
Strategy recommends actions to market “Buy Local/It Matters” and to brand and label local foodproducts. The Strategy emphasizes increasing production by strengthening agricultural infrastructurei.e. agricultural parks, irrigation systems and distribution systems/facilities. It also recommends actions
to provide for food safety, pest prevention and control, workforce training, research and extension
services; and policy and organizational support. A critical factor towards successful implementation will
be building partnerships with the increasing number of organizations involved in food selfsufficiency/food security.
The Strategy is a living document which provides a first step for continued dialog and the initiation ofactions to increase food self-sufficiency and food security in Hawaii.
The Strategy is Vol. I of a three part report. Volume II is entitled A History of Agriculture in Hawaii andTechnical Reference Document. Volume III entitled Assessment of Irrigation Systems in Hawaii is being
prepared.

iEXECUTIVE SUMMARY
The purpose of the Increased Food Security and Food Self-Sufficiency Strategy (Strategy) is to increase
the amount of locally grown food consumed by Hawaii residents. This will increase food self-sufficiency
which is a component of food security. The Strategy is a living document intended as a first step toward
continued dialog and implementation.
Hawaii is located approximately 2,506 miles from the continental United States. About 85-90% of
Hawaii’s food is imported which makes it particularly vulnerable to natural disasters and global eventthat might disrupt shipping and the food supply.
The economic impact of food import replacement is significant. Replacing just 10% of the food wecurrently import would amount to approximately $313 million. Assuming a 30% farm share, $94 million
would be realized at the farm-gate which would generate an economy-wide impact of an additional$188 million in sales, $47 million in earnings, $6 million in state tax revenues, and more than 2,300 jobs.
An investment in programs and projects which support greater food self-sufficiency will result in
economic, social and environmental benefits to the State of Hawaii.
Hawaii is self-sufficient in some vegetable and fruit crops but has become less self-sufficient in eggs,
milk, livestock, hogs and pigs. In the 1970s, Hawaii was self-sufficient in eggs and milk with 240 eggs
farms and 120 milk operations. Today there are about 100 egg farms and only two dairies. Livestockand hog and pig production have also declined since the 1970s.
The Strategy has three strategic objectives:-Increase Demand for and Access to Locally Grown Foods-Increase Production of Locally Grown Foods-Provide Policy and Organizational Support to Meet Food Self-Sufficiency Needs
Recommended actions include:
DemandExpand the “Buy Local/It Matters” marketing campaign as to promote the benefits of buying local foods.
Expand and improve branding and labeling programs and provide consumer education programs to help
consumers identify local products at the time of purchase.
Encourage public institutions to purchase locally grown foods. Establish a pilot program in the charterschools.
To address food safety issues, increase the farm food safety coaching program and farm food safety
certifiers.

ii

Production
To increase production of locally grown foods, improve agricultural infrastructure including agriculturalparks, irrigation systems and distribution systems/facilities.
Support the Agricultural Park Program which provides public lands at reasonable cost and long-term
tenure to farmers and complete the transfer of agricultural lands from the Department of Land andNatural Resources (DLNR) to the Department of Agriculture (DOA).
Support Capital Improvement Project (CIP) funding to repair and maintain State irrigation systems sincethese systems provide water at low cost to farmers.
Encourage a variety of distribution systems to move goods to the market place. Nationally, direct
consumer sales, farmers’ markets, community-supported agriculture organizations and farm-to-school
programs have all increased.
Support multi-functional food hub facilities or food incubator facilities to handle aggregation,
processing, treatment and distribution.
To build the agricultural workforce, continue the “Green Jobs Initiative” which provides workforce
development services for the agricultural, energy, natural resources and related industries.
Policy and Organizational Support
Restore the Market Analysis and News Branch of DOA to track progress toward food self-sufficiency.
Adopt legislation to establish an Agricultural Development and Food Security Program.
The Strategy also contains recommendations to provide for pest prevention and control, research andextension services, and policy and organizational support. The proposed Agricultural Development andFood Security Program will help to coordinate and direct efforts to address food self-sufficiency
A critical factor towards successful implementation will be building partnerships with the increasing
number of organizations involved in food self-sufficiency/food security.

iii

Table of Contents
ABSTRACT............................................................................................................................. i
EXECUTIVE SUMMARY .................................................................................................... ii
I.

Foreword ................................................................................................................................. 1

II.

Introduction ............................................................................................................................. 2
Purpose.................................................................................................................................... 2
Importance of the Strategy ...................................................................................................... 2
Current Conditions of Food Self-Sufficiency ......................................................................... 3
What This Strategy Is Not....................................................................................................... 3
Food Self-Sufficiency As One Component of Food Security ................................................ 4
Study Process .......................................................................................................................... 4

III. State Policy Framework .......................................................................................................... 5
Hawaii State Constitution ....................................................................................................... 5
Hawaii State Plan .................................................................................................................... 5
State Agricultural Functional Plan .......................................................................................... 6
A New Day Plan ..................................................................................................................... 6
Hawaii Comprehensive Economic Development Strategy (CEDS) ....................................... 6
Department of Agriculture ...................................................................................................... 7
Important Agricultural Lands ................................................................................................. 7
Respective County General Plans and Community Development Plans ................................ 8
IV. Governmental and Non-Governmental Activities Supporting Increased Food Security andFood Self-Sufficiency ..................................................................................................................... 9
Governmental Activities ......................................................................................................... 9
Non-Governmental Activities ............................................................................................... 12V.

Major Issues/Opportunities ................................................................................................... 16
Demand and Access .............................................................................................................. 16
Production ............................................................................................................................. 16
Policy Support ....................................................................................................................... 17

VI. Objectives, Policies and Actions........................................................................................... 18
OBJECTIVE: INCREASE DEMAND FOR AND ACCESS TO LOCALLY GROWNFOODS ................................................................................................................................. 18
POLICY: Expand the Statewide Buy Local/It Matters Campaign to Increase Demand for
Hawaii’s Locally Grown Foods ............................................................................................ 18
ACTION: Expand the Buy Local/It Matters Marketing Campaign..................................... 18
ACTION: Expand and Improve Branding and Labeling Programs to Identify Local Foods
and Consumer Education Programs to Help Consumers Know Local Farms and Farmers . 18
iv

ACTION: Support Promotional Campaigns to Publicize Farmers’ Markets ...................... 18
POLICY: Encourage Public Institutions to Buy Locally Grown Foods .............................. 20
ACTION: Establish a Pilot Farm to School Program in Hawaii’s Charter Schools ............ 20
ACTION: Continue the Fresh Fruit and Vegetables Program in the Schools ..................... 20
ACTION: Develop Good Agricultural Practices (GAP) Standards for School Gardens .... 21
ACTION: Establish a Policy to Buy Local Produce and Support Local Agriculture andCodify that Policy in HRS Chapter 226, Hawaii State Plan ................................................. 21
POLICY: Increase Access to Markets by Providing Food Safety Certification Assistance. 21
ACTION: Increase Farm Food Safety Coaching Program ................................................... 22
ACTION: Increase the Number of Farm Food Safety Certifiers .......................................... 22
ACTION: Augment the Farm Food Safety Coaching Program by Providing for Translation
Services ................................................................................................................................. 22
OBJECTIVE: INCREASE PRODUCTION OF LOCALLY GROWN FOODS ................. 23
POLICY: Provide Suitable Public Lands at Reasonable Cost and with Long-Term Tenure
for Commercial Agricultural Purposes ................................................................................. 23
ACTION: Complete Agricultural Park Projects Presently Committed and Develop
Additional Parks.................................................................................................................... 24
ACTION: Complete the Transfer of Lands from DLNR to DOA under the Non-Agricultural
Parks Program and Actively Manage these Lands ............................................................... 24
ACTION: Inventory State Lands Designated for Agricultural Use...................................... 24
POLICY: Continue to Provide Input into State and County Planning and Land Use
Processes to Assure Sufficient Agricultural Land ................................................................ 24
ACTION: Review and Comment on Land Use Planning and Permitting Related Documents
to Ensure the Availability of Agriculturally Suitable Lands and Promote Diversified
Agriculture ............................................................................................................................ 24
POLICY: Maintain and Repair State Agriculture Irrigation Systems ................................. 24
ACTION: Support CIP Funding to Maintain and Repair State Irrigation Systems .............. 25
ACTION: Complete the Update of the State Agriculture Water Use and Development Plan............................................................................................................................................... 25
POLICY: Integrate Agricultural Infrastructure in Regions with State Agricultural Lands . 25
ACTION: Prepare Regional Agricultural Infrastructure Master Plans In Priority Areas Witha Concentration of State Agricultural Lands and Infrastructure. Prioritize Implementation to
Maximize Scarce Resources ................................................................................................. 25
POLICY: Encourage Efficient Distribution Systems to Move Food to the Marketplace.... 25
ACTION: Facilitate Farmer Participation in Farmers’ Markets by Working with Non-Profit
Organizations such as the Farm Bureau to Help Farmers Meet Food Safety Requirements.27
ACTION: Encourage and Promote Community-Supported Agriculture (CSA) by Including
Information on CSAs in Existing Marketing Activities ....................................................... 27v

ACTION: Provide Support for Multi-Functional Food Hub Facilities or Food Incubator
Facilities ................................................................................................................................ 27
POLICY: Support Pest Prevention, Control and Management ........................................... 31
ACTION: Support and Seek Stable Dedicated Funding for Programs to Prevent, Control
and Manage Pests.................................................................................................................. 31
POLICY: Provide an Adequate Supply of Trained Labor for Agricultural Needs.............. 31
ACTION: Create Greater Awareness and Improve Public Interest in and Support of theAgriculture and Natural Resource Management Career Fields. ........................................... 31
ACTION: Develop More Effective Partnerships between Industry and Academia, and UseThose Partnerships to Recruit and Prepare More Students. .................................................. 31
ACTION: Improve the Preparedness of Students in Agriculture and Natural Resource
Management Programs. ........................................................................................................ 31
ACTION: Improve Articulated Academic Programs for Students Interested in Agriculture
and Natural Resource Management Careers. ........................................................................ 31
ACTION: Provide Agricultural Training at the Secondary and Post-Secondary School
Levels and Propose Improvements as Needed...................................................................... 32
ACTION: Develop a Coordinated Pathway of Agricultural Training at Elementary,
Secondary and Post-Secondary School Levels ..................................................................... 32
ACTION: Continue to Support the Green Jobs Initiative..................................................... 32
POLICY: Promote Agricultural Research and Extension Services To Improve Agricultural
Practices in Hawaii ............................................................................................................... 32
ACTION: Identify Critical Research and Extension Needs and Prioritize the Budgetary andAcademic Resources Required to Address these Needs ....................................................... 33
ACTION: Generate Research and Dissemination of Information of Use in the Farmer toConsumer Food Chain .......................................................................................................... 33
OBJECTIVE: PROVIDE POLICY AND ORGANIZATIONAL SUPPORT TO MEET
FOOD SELF-SUFFICIENCY NEEDS ................................................................................ 34
POLICY: Develop an Organizational Structure to Organize and Support Food SelfSufficiency Activities............................................................................................................ 34
ACTION: Have Legislation Adopted in the 2013 Legislative Session, Fund and Establish
the Agricultural Development and Food Security Program ................................................. 34
POLICY: Provide Market Information and Statistics to Support Production, Marketing,
Policy, Planning and Research Functions ............................................................................. 34
ACTION: Collect Data and Conduct Market Research on In-Shipments and Locally
Produced Agricultural Commodities .................................................................................... 35
ACTION: Collect and Publish Agricultural Statistical Data through the Publication of
Statistics of Hawaii Agriculture ............................................................................................ 35
POLICY: Provide Policy, Legislative and Advocacy Support for Agriculture ................... 35vi

ACTION: Work to Retain Federal Laws, Programs and Collaborative Working
Relationships that Benefit Hawaii’s Agricultural Industry................................................... 35
POLICY: Increase Partnerships to Strengthen the Local Food System .............................. 36
ACTION: Pursue Opportunities for Partnerships to Support Food Self-Sufficiency ........... 36
References ..................................................................................................................................... 37
End Notes ...................................................................................................................................... 38
APPENDIX 1. Summary Estimated Budget Table………………………………………………40
APPENDIX 2. Definitions of Food Security…………………………………………………….41
APPENDIX 3. List of Contributors and Stakeholders…………………………………………...44
APPENDIX 4. Acronyms………………………………………………………………………...46
PHOTOCREDITS………………………………………………………………………………..47

vii

I.

Foreword

The Office of Planning conducts statewide planning and coordination to implement the Hawaii State
Planning Act, Hawaii Revised Statutes (HRS) Chapter 226. The Office of Planning is also the lead agency
for the preparation of the Hawaii Comprehensive Economic Development Strategy (CEDS). One of the
major themes of the 2010 CEDS is increased food security/self-sufficiency. This project has been
undertaken to implement the 2010 CEDS by developing a strategy for increased food security/selfsufficiency for Hawaii. The project has been conducted with the assistance of and in cooperation with
the Department of Agriculture-- the lead agency for the promotion and development of agriculture in
the State.

1

II.

Introduction

PurposeThe purpose of this strategic plan is to increase the amount of locally grown food consumed by Hawaii
residents. This will increase food self-sufficiency which is a component of food security. The working
definition of food self-sufficiency is:

The extent to which Hawaii satisfies its food needs from local production.
The Strategy is directed at State agencies and programs because of their statewide scope andgeographic coverage. The importance of federal and county agencies, the private sector and nongovernmental organizations is recognized as these entities are increasingly involved in food selfsufficiency. Recommendations for coordinated action with the federal, county and non-governmental
sector are identified. However, the focus is on actions that state government can take to support foodself-sufficiency and provide a guide for the allocation of resources to implement the strategy.
The Strategy has been prepared in accordance with the guidelines for State Functional Plans under HRS§ 226-55 and does the following:-Identifies major priority concerns regarding food self-sufficiency;-Defines current strategies for the issue area;-Provides a guide for the allocation of resources to carry out various State activities; and-Identifies priority actions that should be undertaken within a two to six year period to coincidewith the State Biennial Budget and Capital Improvement Budget cycle.
Importance of the Strategy
The Hawaii State Constitution, the Hawaii State Plan, the New Day Plan, Hawaii Comprehensive
Economic Development Strategy and other state policy documents support increasing Hawaii’s foodself-sufficiency.
Hawaii is located approximately 2,506 miles from the continental United States. Between 85-90% of
Hawaii’s food is imported which makes it particularly vulnerable to natural disasters and global events
that might disrupt shipping and the food supply. 1
The economic impact of food import replacement is significant. Food expenditures of local consumers
in 2004-2005 amounted to $3.7 billion. Assuming that 85% of the food we consume is imported, thistranslates to $3.1 billion leaving our state. Replacing just 10% of the food we currently import would
amount to approximately $313 million. Assuming a 30% farm share, $94 million would be realized at
the farm-gate, which would generate an economy-wide impact of an additional $188 million in sales,$47 million in earnings, $6 million in state tax revenues, and more than 2,300 jobs. 2
Increasing food self-sufficiency will keep money circulating in Hawaii’s economy rather than supporting
agribusiness in other states or countries. It will help to diversify Hawaii’s economy.

2There are also environmental benefits. Consuming and producing more locally grown foods may
decrease the “food miles” involved in transporting foods and thus may conserve energy and reduce ourcarbon footprint. 3 It may reduce transportation costs which is a significant factor in the cost of food.
Pursuing this policy will also decrease the risk of introducing harmful invasive pests. These pests could
have devastating effects on the island’s agricultural economy and their fragile ecosystems. The
unwelcome introduction of fruit flies, miconia trees, coqui frogs, red fire ants and varroa mites havesevere consequences beyond agriculture and require millions in public dollars to fund eradication orcontainment programs. 4 Food self-sufficiency also promotes healthier lifestyles and good nutrition. 5

An investment in programs and projects which support greater food self-sufficiency will resultin economic, social and environmental benefits to the State of Hawaii.
Current Conditions of Food Self-Sufficiency
In general, Hawaii has become less food self-sufficient over the past thirty years. However, there arecertain areas in which Hawaii is more self-sufficient than others.
Vegetables: Hawaii is close to self-sufficiency in production of watercress, Chinese cabbage, mustard
cabbage, green onions and Asian vegetables, such as choi sum, Shanghai pak-choi, Shinjuku, malunggay
leaves and yard-long beans. Local farmers also supply over 75% of tomatoes, sweet potato, cucumber
and sweet corn to the local market. Most lettuce and other vegetables are imported. 6
Fruit: Hawaii meets much of resident demands for watermelon, papaya, pineapple and banana. Therealso are healthy seasonal supplies from backyards and small orchards of mango and tropical-exotic fruit
such as lychee, rambutan and jack fruit. Much of the local produce is not found in mainstream markets
but is sold at farmer’s and ethnic markets. Other types of fruit mostly are imported. Market potential isseen in fruit like blueberries, dragon fruit and pomegranate. 7
Livestock: Cattle numbers decreased steadily from 1970-2001. They stabilized in 2002, increased slowly
from 2002 to 2006 and slightly declined in 2008 and 2009. 8 A 2007 report estimated that about 150
head of cattle are slaughtered weekly, representing roughly 6 percent of local consumption. 9
Hogs and Pigs: The number of hogs and pigs decreased steadily from 1970 to 2009. 10 Information on
the amount of local demand met by local supply is not readily available.
Egg Farms: In 1970, there were 240 egg farms. Hawaii was self-sufficient in eggs during the 1970s. By
2009, only 100 egg farms were in operation. However, the 2009 number was an increase over the 50
egg farms in existence during 2000-2009. 11
Dairy Farms: In 1970, there were 120 milk operations and Hawaii was self-sufficient in milk. In 2009,
there were 15 dairies and today there are only two dairies in operation. 12
What This Strategy Is Not
The Strategy concentrates on food self-sufficiency and does not cover agriculture in general. Further,
the strategy does not attempt to set a percentage goal for food self-sufficiency. Instead it articulates an3

overall direction towards increased food self-sufficiency. Moreover, this strategy does not address theissue of how much land is necessary for self-sufficiency. Rather it identifies actions and projects which if
implemented will provide more land for food commodities.
Food Self-Sufficiency As One Component of Food Security
Food self-sufficiency is part of the larger issue of food security. For purposes of the Strategic Plan, theconcept of food self-sufficiency encompasses the extent to which Hawaii can satisfy its food needs fromits own domestic production. Definitions of food self-sufficiency and food security are provided in the
Appendix.
Study Process
The study involved the following tasks.
 Reviewing existing studies on food self-sufficiency in Hawaii.
 Examining existing planning and policy documents.
 Conducting research on the last fifty years of Hawaii’s agricultural history to examine
trends.
 Reviewing definitions of “food security” and “food self-sufficiency” used by several key
organizations to evaluate their relevance to the goals and objectives of this project.
 Identifying issues affecting Hawaii’s diversified agricultural industry and roadblocks tofood production and marketing in Hawaii.
 Identifying existing “grow local” marketing programs.
 Conducting interviews with government agencies, farmers and experts in the field.
 Holding facilitated meetings with key agencies and a broader group of stakeholders.
 Developing goals, objectives policies and actions to increase food self-sufficiency.

4

III.

State Policy Framework

Hawaii State Constitution
The Hawaii State Constitution is the foundational governing document for the State of Hawaii.
Article XI, Section 3 of the Hawaii State Constitution supports diversified agriculture in Hawaii:“The state shall conserve and protect agricultural lands, promote diversified agriculture,
increase agricultural self-sufficiency and assure the availability of agriculturally suitablelands. The legislature shall provide standards and criteria to accomplish the foregoing.
Lands identified by the State as important agricultural lands needed to fulfill the
purposes above shall not be reclassified by the State or rezoned by its politicalsubdivisions without meeting the standards and criteria established by the legislature
and approved by a two-thirds vote of the body responsible for the reclassification orrezoning action”.
To implement this provision of the Hawaii State Constitution, Act 183, Session Laws of Hawaii (SLH)
2005, establishes standards, criteria, and methods to identify important agricultural lands (IAL). Act 233,
SLH 2008, established a variety of incentives to meet the requirements of Act 183. These two pieces of
IAL legislation, Act 183 and Act 233, will be discussed in a separate section of this chapter.
Hawaii State Plan
The Hawaii State Plan, HRS Chapter 226, is a long-range comprehensive plan that establishes the goals,
objectives, priorities, policies, and implementation measures for the long-term development of theState of Hawaii. The following objective and policies support diversified agriculture:§226-7 Objectives and Policies for the economy- agriculture.
Planning for the State’s economy with regard to agricultural shall be directed towards the following
objectives:…
(2) Growth and development of diversified agriculture throughout the State.
(3) An agricultural industry that constitutes a dynamic and essential component of Hawaii’s
strategic, economic, and social well-being.
…
To achieve the agricultural objectives, it shall be the policy of this State to:…
(7) Strengthen diversified agriculture by developing an effective promotion, marketing, anddistribution system between Hawaii's producers and consumer markets locally, on thecontinental United States, and internationally.
…
(13)Promote economically competitive activities that increase Hawaii's agricultural selfsufficiency.
(14)Promote and assist in the establishment of sound financial programs for diversified
agriculture.
…

5

State Agricultural Functional Plan
State Functional Plans guide the implementation of the Hawaii State Plan by identifying specificstrategies and action for implementation. The State Agricultural Functional Plan sets forth the policies,
programs, and projects for implementing the agricultural and agricultural related objectives policies, andpriority guidelines contained in the Hawaii State Plan. For food self-sufficiency, the applicable Hawaii
State Plan objective to be achieved is: Growth and development of diversified agriculture throughout
the State.
The following objectives support diversified agricultural:…
B. Achievement of an orderly agricultural marketing system through product promotion andindustry organization.
…
E. Achievement of adequate capital, and knowledge of its proper management, for agriculturaldevelopment.
…
H. Achievement of productive Agricultural use of lands most suitable and needed for
agriculture.
I. Achievement of efficient and equitable provision of adequate water for agricultural use.
J. Achievement of maximum degree of public understanding and support of agriculture in
Hawaii.
…
M. Achievement of adequate support services and infrastructure to meet agricultural needs.
…

A New Day Plan
The A New Day in Hawaii Plan by Governor Abercrombie is a comprehensive plan for the State of
Hawaii. It calls for an Agricultural Renaissance within the State of Hawaii to produce more of our own
food to keep money in the local economy, protect green space, support thriving rural communities,
reduce the risk of invasive species, and make us more secure against disruptions to our food supply
lines.
The New Day in Hawaii Plan supports the State’s plans for agricultural self-sufficiency and food security
by promoting initiatives to:• Preserve and start growing on agricultural lands.
• Repair irrigation systems that are underutilized or structurally unsound.
• Develop integrated agricultural, environmental, and cultural education programs.
• Lower the cost of farming for community-based entrepreneurs.
• Raise the supply of local food.
• Raise the demand for local food.
• Support individual participation through storm water recapture and community, school
and family gardens
Hawaii Comprehensive Economic Development Strategy (CEDS)
The Hawaii CEDS identifies broad industry clusters to target growth and development. Agriculture is astatewide targeted cluster and was also identified as a targeted cluster by each of the four counties.

6

General themes throughout the counties included support for food self-sufficiency including support for
Farmer’s Markets and buy local/eat local campaigns, and for food security. There is also support for
improving plantation irrigation systems. The CEDS includes proposed projects/investments inagriculture distribution and processing facilities.
Department of Agriculture
The State Department of Agricultural (DOA) is the lead state agency supporting agriculture within theState of Hawaii. Pursuant to HRS §26-16(c), the DOA is tasked with:• promoting the conservation, development, and utilization of agricultural resources in the State;• assisting the farmers of the State and any others engaged in agriculture by research projects,
dissemination of information, crop and livestock reporting service, market news service, and anyother means of improving the well-being of those engaged in agriculture and increasing the
productivity of the lands;• administering the programs of the State relating to animal husbandry, entomology, farm credit,
development and promotion of agricultural products and markets, and• establishing and enforcing rules on the grading and labeling of agricultural products; and• administering the aquaculture program under HRS §141-2.5.
Additional duties of the DOA include the formulation and implementation of general and special plans,
administering HRS Chapter 166 relating to the agricultural park program, and also administering HRS
Chapter 167 relating to the irrigation water development program
Important Agricultural Lands
The passage of Act 183 in 2005 implemented Article XI, Section 3 of the Hawaii State Constitution by
establishing standards, criteria, and mechanisms to identify Important Agricultural Lands (IAL) and todevelop incentives to promote the retention of IAL for viable agricultural use over the long term.
A new section in HRS Chapter 205 was established to set forth policies and procedures for theidentification of IAL, including:• Policies to assure the conservation and availability of IAL for long-term agricultural use;
• Standards and criteria for the identification of IAL;
• Standards and criteria for the reclassification and rezoning of lands identified as IAL;
• Policies for incentives for the long-term retention of IAL for agricultural use; and• Providing a process to develop proposals for state and county incentives to promote agricultural
viability, sustained growth of the agricultural industry, and the long-term use and protection of
IAL for agricultural use.
Designation of IAL and adoption of maps by the State Land Use Commission (LUC) could commence once
legislation was adopted establishing incentives for IAL. The required incentives for IAL were adopted
with the passage of Act 233 in 2008.
Act 233 also amended HRS Chapter 205 by adding a new section providing for the identification of public
lands by DOA and Department of Land and Natural Resources (DLNR) for IAL designation. Identified
public lands managed by DLNR and designated as IAL are to be transferred to the DOA for management.

7

The standards and criteria to identify IAL within HRS Chapter 205 were amended by providing for the
combined designation of IAL and reclassification to other land use districts by declaratory order of the
LUC.
Finally, Act 233 amended components of the State Agricultural Water Use and Development Plan to:••

Identify sources of water used by agricultural operations and particularly those on lands
identified and designated as IAL under Part III of HRS Chapter 205; andIdentify current and future water needs for agricultural operations and particularly those on
lands under Part III of HRS Chapter 205.

Respective County General Plans and Community Development Plans
Each of the counties has adopted a general plan that meets the requirements of HRS Chapter 226.
Within each general plan and supporting county documents, each county can further implement Stateof Hawaii laws and policies relating to agriculture.

8

IV.

Governmental and Non-Governmental Activities Supporting
Increased Food Security and Food Self-Sufficiency

Governmental Activities
Department of Agriculture
The State of Hawaii Department of Agriculture (DOA) provides statewide support for the promotion,conservation, development, and utilization of agricultural resources in the State of Hawaii. Exiting
promotional activities include the Buy Local, It Matters and Hawaii Seals of Quality campaigns. The Buy
Local, It Matters campaign is a partnership between DOA, University of Hawaii at Manoa College of
Tropical Agricultural and Human Resources (CTAHR), Hawaii Farm Bureau, and the Economic
Development Alliance of Hawaii encouraging residents to support Hawaii’s farmers by purchasing locallygrown produce. Launched in 2006, the Seals of Quality program aims to protect the value and integrityof Hawaii branded products. Hawaii products labeled with this seal are guaranteed by the State of
Hawaii to meet strict, enforceable standards.
Agribusiness Development Corporation
The Agribusiness Development Corporation (ADC) is tasked with coordinating and facilitating Hawaii’s
agricultural industry transition from a dual-crop (sugar and pineapple) industry to a diversified, multicrop and animal industry. This transition is focused on utilizing existing large tracts of arable sugar andpineapple lands as well as infrastructure for use in diversified agricultural. Additionally, ADC directs
research into areas that will lead to the development of new crops, markets, and lower production
costs. ADC is an attached agency of DOA.
University of Hawaii at Manoa: College of Tropical Agriculture and Human Resources
The College of Tropical Agricultural and Human Resources trains students for future employment in the
agricultural industry. CTAHR conducts research to improve crop production, develops new techniques
and technologies, and provides agricultural extension services.
Department of Hawaiian Home Lands
The Department of Hawaiian Home Lands (DHHL) is the State agency tasked with governing the
Hawaiian Homes Land Trust (Trust) established through the Hawaiian Homes Commission Act of 1920.
These Trust lands are provided to native Hawaiian beneficiaries for homesteading purposes throughhousing, farms and ranches. Trust lands not encumbered for homesteading are leased for agricultural,pastoral, commercial, and industrial uses to generate income.

9

Department of Land and Natural Resources
The Department of Land and Natural Resources (DLNR) provides state wide support to enhance, protect,conserve, and manage Hawaii’s unique and limited cultural and historic resources held in public trust.
DLNR has jurisdiction over State owned lands that are not set aside for use by other State agencies.
Pursuant to Act 90 SLH 2003, DLNR is tasked with transferring certain public lands to DOA to implement
the non-agricultural parks program. These land transfers are ongoing.
Department of Labor and Industrial Relations
The Department of Labor and Industrial Relations (DLIR) administers programs to improve job
opportunities with job training and placement programs that both benefit employees and employers;protect the employment rights of workers; assure workers of a safe and healthy working environment;
and ease the economic hardship of workers during disability or temporary unemployment. DLIR is
implementing the Hawaii Green Jobs Initiative (HGJI). Green jobs include agricultural jobs. The HGJI
portal www.greenjobs.hawaii.org provides a centralized and localized green jobs bank to assist both job
seekers and employers. DLIR worked with DOA, Hawaii Farm Bureau, University of Hawaii, community
colleges and county governments to conduct Sustainable Agriculture Skills panels on Oahu and in East
Hawaii. Additional panels are planned for other areas throughout the state. These panels are part of astatewide effort to meet the current and future workforce needs of the agriculture industry.
Department of Education
The State Department of Education (DOE) School Food Services Program manages the National School
Lunch Program (NSLP) in the public schools. NSLP is a federally assisted meal program administered by
the United State Department of Agriculture (USDA) that provides low-cost or free lunches to children
meeting income criteria. A component of the NSLP is the Fresh Fruit and Vegetables Program (FFVP)
which aims to increase the amount of fresh fruits and vegetable served in elementary schools. DOE
receives between $600,000 to $1.7 million dollars per year for FFVP to purchase locally grown fruits andvegetables.
Office of PlanningWith grant funds provided by the Economic Development Administration and matching funds provided
by partner organizations, the Office of Planning (OP) supported the preparation of two agriculture
master plans. The “Hoea Master Plan” (http://hawaii.gov/dbedt/op/projects/Hoea_Master_Plan.pdf) is
a master plan for an agricultural processing facility in North Kohala. Hawaii County Office of Researchand Development, Hawaii Future Farmers of America Foundation and Kaua Pa’a Mua Inc. provided thematch. The “Master Plan for Central Oahu Agricultural Business Complex” was prepared by the Hawaii
Agricultural Research Center (HARC) which also provided matching funds for the plan.
City and County of Honolulu Office of Economic Development
The City and County of Honolulu Office of Economic Development (OED) works in partnership with
Oahu’s businesses, non-profit groups and communities to support economic growth and enhance thequality of life in the City and County of Honolulu. The Oahu component of the Hawaii Statewide CEDS2010 identifies agriculture as a targeted industry cluster.

10

Hawaii County Office of Research and Development
Hawaii County supported the preparation of the Hawaii County Food Self-Sufficiency Baseline Study
2012 (http://geodata.sdal.hilo.hawaii.edu/GEODATA/COH_Ag_Project.html). The study identifies anddescribes agricultural activity occurring on Hawaii County. It serves as a baseline for monitoring future
trends in agricultural land use and regional differences for County food self-sufficiency.
The Health Impact Assessment of the 2010 Hawai’i County Agriculture Development Plan examines thepotential health effects of increasing local food production, increasing the institutional purchase of local
food, and of promoting home food production. (http://kohalacenter.org/research.html)
The Hawaii Homegrown Food Network is a project which involves individuals, farms, businesses, andorganizations dedicated to building the Big Island’s local and sustainable food economy. The project issponsored by Hawai‘i County Resource Center, a program of the County of Hawai‘i Department ofResearch and Development, the Hawaii Agricultural Development Program in partnership with the Big
Island RC&D Council, the Hawai'i People's Fund, and the Hawai'i Community Foundation. Since early2009 the network has produced a monthly newsletter chronicling events, providing website resources,
reports about island groups’ activities, and announcements related to our local food sustainability andsecurity. Membership in the Hawai‘i Homegrown Food Network and subscription to the monthly
newsletter are free.
The North Kohala Eat Locally Grown campaign promotes the community goal of “promoting diversified
agriculture” and “producing 50% of the food we consume (North Kohala Community Development
Plan).” The campaign is a project of the North Kohala Community Resource Center and is funded by theCounty of Hawaii- Office of Research and Development under a grant from Kaiser Permanente. The
campaign supports the North Kohala Community Development Plan by increasing the market for local
food in the North Kohala community, reducing dependence on imported foods, and building local
community capacity by training leaders in the local food movement. In addition, a partnership between
the North Kohala Eat Locally Grown Campaign and Kanu Hawaii has been established.
Kauai County Office of Economic Development
The Kauai Office of Economic Development (KOED) provides agriculture support to increase income andopportunities on Kauai. Kauai Made is a program created by the County of Kauai to officially represent
the products made on Kauai, by Kauai people, using Kauai materials. Each company has been reviewed
and qualified to carry the Kauai Made logo under County ordinance, based on their authenticity andquality as a local product. Kauai Made will be supported by a marketing program to inform visitors
about Kauai Made products and drive to point of purchase. A wide range of categories are represented
by the Kauai Made logo such as food, beauty, crafts, apparel, music, art jewelry, gifts and others. The
KOED provides administrative support and oversight for the Sunshine Markets on Kauai. The Kauai
Agriculture Advisory Committee provides input to the Office to enhance agriculture in the county. KOED
is also involved in exploration of a range-fed beef program on Kauai.
Maui County Office of Economic Development
The Maui County Office of Economic Development promotes economic development in Maui County bysupporting local businesses and their relationships with the community. The Maui County Office of
Economic Development works in the agriculture industry as well, creating partnerships with agricultural11

organizations including the Maui Cattlemen Association, Maui Onion Growers Association, Maui Aloha`Aina (organic based farming association), the Maui Coffee Association, the Maui seed crop industry, theHawaiian Commercial & Sugar Company, and the Maui Pineapple Company. The Maui County Office of
Economic Development continues its partnerships with both the Maui County Farm Bureau (MCFB) andthe Maui Flower Grower's Associations. In addition, the Maui County Office of Economic Development
promotes “Got Choice... Think Local” which encourages resident purchase and consumption of locallymade and grown products.
Non-Governmental Activities
There are a number of non-governmental organizations which conduct activities which support
increased food security and food self-sufficiency. This listing is not intended to be comprehensive butcovers large-to-medium size organizations.
County Economic Development Boards
The county economic development boards (EDBs)—Kauai Economic Development Board, Enterprise
Honolulu, Maui Economic Development Board, and Hawaii Island Economic Development Boards
conduct activities to promote agriculture. The EDBs participated with the DOA, CTAHR, Economic
Development Alliance of Hawaii (EDAH), and county economic development agencies in the preparationof the publication “Common Ground: Advancing Agriculture in Hawaii,” 2012. The EDBs and EDAH assist
with the county Comprehensive Economic Development Strategy (CEDS) documents. A common theme
which resonates throughout these documents is food self-sufficiency and food security.
Grown on Maui (Buy Local)
The Maui County Farm Bureau (MCFB) is a non-profit organization of farms and ranch families,
agricultural industries, and associated organizations dedicated to supporting agriculture in Maui County.
MCFB is affiliated with both the statewide Hawaii Farm Bureau Federation and the American Farm
Bureau. They currently operate a Grown on Maui (Buy Local) campaign, a joint effort between Maui
County Office of Economic Development and Maui County Farm Bureau. It seeks to expand the market
share of local farmers. They also operate the Localicious, Dine Out Maui program that promotes
restaurants on Maui that serve local products.
Hawaii Farm Bureau Federation
The Hawaii Farm Bureau Federation (HFBF) is a statewide non-profit organization comprised of ten
county organizations that represent, protect, and advance the social, economic, and education interestsof Hawaii’s farmers.
Hawaii Farm to School and School Garden Hui
The Hawaii Farm to School and School Garden Hui (HFSSGH) www.kohalacenter.org/HISGN/hui.html
is a statewide collaboration of agencies and non-profit organizations working together to build school
garden programs and promote school purchase of fresh, local foods. The purpose of Pre K-12 school
garden programs is to renew the relationship that children and youth have to their food and to the land
and its productive potential; to improve students’ understanding of nutrition and health, and to increase
the amount of locally grown foods eaten by students. A strategic plan has been created to collaborate

12

in the following areas: funding opportunities, shared professional development, yearly statewide
conference, connections with local resources, volunteer development, media and outreach, capacity
building, policy and advocacy, and evaluation and research. A State School Garden Task Force iscurrently working in four of these areas to further develop and coordinate support and capacity forgarden programs. A statewide baseline survey and report of the current status of Hawaii school gardens
is underway.
HFSSGH members and supporting organizations and institutions are; Kauai School Garden Network –Malama Kauai, Farm to Keiki Network – Kauai, Maui School Garden Network – Communities Putting
Prevention to Work (CPPW), Molokai School Garden Network – Sustainable Molokai, Oahu School
Garden Network and Grow Hawaii – Hawaii Association of Independent Schools, ‘Aina in Schools –Kokua Hawaii Foundation, Hawaii Island School Garden Network – The Kohala Center, Mao Organic
Farms – Waianae, Hoa ‘Aina O Makaha – Makaha, Healthy Hawaii Initiative – Department of Health,
School Food Supervisor – Department of Education, and CTAHR UH Manoa Master Gardeners.
Hawaii Food Industry Association
The Hawaii Food Industry Association (HFIA) is a trade organization comprised of food retailers,
wholesalers, manufacturers, and brokers that actively promotes the interests of Hawaii’s food andbeverage retailers and suppliers. HFIA produces the annual Made in Hawaii Festival, a non-profit
incubator that supports locally made products.
Hawaii Organic Farmers Association
Hawaii Organic Farmers Association (HOFA) is a non-profit membership organization that promotes
organic and sustainable agriculture through research, and education. It was formed in September 1993
in response to the federally mandated Organic Food Production Act (OFPA) of 1990. Additionally, HOFA
collaborates with farmers and researchers on projects pertaining to organic and sustainable tropicalagriculture.
Hawaii Public Seed Initiative
The Hawaii Public Seed Initiative (HPSI) www.kohalacenter.org/publicseedinitiative/about.html
is a partnership between UH Manoa CTAHR Extension and The Kohala Center to create educational
opportunities for farmers and gardeners to learn about growing, selecting, improving and saving
agricultural seed varieties. Currently, UH Manoa has the only locally produced seed for sale to theagricultural industry. In 2011-2012, two-day Seed Workshops and on-going variety trials wereconducted on five islands. The 2013 Seed School will focus on “Train the Trainers Workshops” forfurthering the reemergence of on-farm seed trials and production. The work is supported by the Ceres
Trust.
Hawaii Slow Food
Hawaii Slow Food (HSF) is a campaign against fast food products in favor of healthier, locally grown foodself-sufficiency. HSF is the local chapter to the nationally based Slow Food non-profit corporation which
was founded in 1986. The HSF has produced a web-based guide illustrating local farms, markets,
restaurants, food brands and types, and Community Supported agriculture projects throughout theState of Hawaii.

13

Kanu Hawaii
Kanu Hawaii sponsors the annual "Eat Local Challenge," which promotes agricultural education and theconsumption of local foods in restaurants, schools, and lunch trucks. Kanu Hawaii is a social network
throughout the State of Hawaii working toward environmentally sustainable, compassionate, andeconomically resilient communities. They have partnered with many local restaurants and businesses
throughout the state. Kanu Hawaii utilizes a combination of custom-built web tools, social media, and abe-the-change message to engage people in personal change and group actions.
Kauai Grown
Kauai Grown is a cooperative project between Kauai County Farm Bureau supported by County of Kauai
Office of Economic Development to create a branded marketing program for promotion of Kauai Grown
products. This program provides marketing support and tools for farmers & ranchers, value added
product producers who work with Kauai Grown ingredients, as well as the retailers who carry theseproducts and the restaurants who serve them. The goal is to help identify Kauai Grown products andexperiences to the consumer with a Kauai Grown directory and point of sale materials. Program
participation includes Kauai farmers, manufacturers of value added products featuring over 50% Kauaigrown ingredients, retailers featuring Kauai Grown products at point of sale, restaurants and chefs
actively using and promoting Kauai Grown ingredients.
The Kohala Center
The Kohala Center (Center) is an independent, not-for-profit, community based center for research,
conservation, and education. It promotes energy self-reliance, food self-reliance, and ecosystem health.
Currently, the Center operates the Hawaii Island School Garden Network and houses the Laulima Center
which supports cooperative business ventures.
Kokua Hawaii Foundation
Launched in 2006,the Kokua Hawaii Foundation’s ‘AINA in Schools is aimed at connecting children to
their land, waters and food in order to grow a healthier future for Hawai’i. Its mission is to “Actively

Integrate Nutrition and Agriculture In Schools. The program does this through promotion of healthyschool lunches featuring locally grown produce, nutrition education in the classroom, garden-basedlearning, agricultural field trips, waste reduction and management, and community outreach.

Made In Hawaii Association
The Made In Hawaii Association was created by the HFIA as a means of providing better control andassurance that products sold at the Annual Made In Hawaii Festival are in compliance with Hawaii's
Made In Hawaii laws. The festival is produced by the Hawaii Food Industry Association and sponsored
by First Hawaiian Bank.
Think Local FirstThe Think Local First campaign has been developed by the Hawaii Alliance for a Local Economy (HALE) todevelop the Big Island's local economy and encourage local spending to promote island-wide revenue

14

growth. HALE is an emerging alliance of local businesses, non-profits, government, community leaders
and residents. HALE is the Big Island's name for the local chapter of BALLE (Business Alliance for Local
Living Economies) a 10-year-old national network of socially responsible businesses dedicated to
producing healthy, self-sufficient communities. Currently, the Think Local First campaign is recruiting
local businesses to develop a Think Local First campaign action plan. In addition to the Think Local First
campaign, HALE is establishing a local sustainable business directory, a green map program, and acarbon footprint reduction program. These programs are in the early stages of development.
Ulupono Initiative
The Ulupono Initiative (Ulupono) invests in organizations and companies with creative ideas andbusiness models that provide a pathway to sustainability in the areas of local food production,
renewable resources, and waste reduction. Ulupono is working to expand Hawaii's supply of locallygrown food by providing grants and matching funds to local organizations to promote the growth andconsumption of locally grown food. Additionally Ulupono operates Kapalua Farms, a 158-acre organic
farm and agricultural research facility in West Maui.

15

V.

Major Issues/Opportunities

Project research and interviews identified major issues associated with increasing food self-sufficiency
which are documented in more detail in Volume II of this study. Major issues fall under the categories
of increasing demand for local foods, increasing the production of local foods and policy support needed
for increased food self-sufficiency.
Demand and AccessPublic Awareness: There is a wide spectrum of benefits from buying local food-- from positive economic
benefits to the State to the quality of the product itself (freshness, taste, selection/variety). Many
Hawaii consumers are not aware of these benefits. Moreover, many consumers have difficulty
identifying locally grown food vs. mainland/foreign grown products. Increased marketing andstrengthening of Hawaii branding programs will help to address these issues.
Access: While the number and variety of venues where consumers can obtain local food products haveincreased (e.g. farmers’ markets and community supported agriculture), there are still areas where
access and convenience can be improved.
Production
Land: Farmers have difficulty obtaining long term leases and reasonable lease rents. There is pressure
on the use of important agricultural land for higher value purposes. State agricultural park programs
help to provide land to farmers at reasonable lease rents.
Water: Irrigation systems are aging and deteriorating. There is a need to rehabilitate these systems andplan and develop new systems. Improvements to state irrigation systems will help ensure access toreliable, consistent and affordable water for agriculture.
Energy: Rising transportation, fertilizer, fuel, electricity, feed and other input costs need to beaddressed.
Labor: Agricultural labor availability and agricultural worker housing are multi-faceted and complex
issues. Skilled and trained workers will be in demand as business and financial management skills will benecessary to augment crop and livestock production. Moreover, the agricultural workforce is aging. The
average age of the Hawaii farmer is 59 years. A coordinated agricultural education program K-16
including a secondary level agricultural career pathway and increased internships, apprenticeships andyoung farmer training programs are potential ways to address workforce issues.
Research: Research to improve production, processing, and post-harvest handling; increase efficiency
and yield; decrease inputs; and manage diseases and pests is essential for the industry to move forward.
Ongoing programs at the College of Tropical Agriculture and Human Resources and Department ofAgriculture are working to find innovative solutions to these problems.
Distribution: Efficient distribution systems are needed to move food to the marketplace including costeffective transportation.
Food Safety: Food safety regulations were invariably raised as an issue by farmers and industry experts.
There is a great deal of uncertainty and apprehension with regard to pending new rules and regulations.

16

Coaching programs will help facilitate acceptance of food safety practices throughout the food chain.
An increased number of food safety certifiers will also help farmers meet food safety requirements.
Pest Control: Potentially harmful insects, mites, weeds and plant diseases can quickly become
established in Hawaii and threaten agricultural crops. Pest prevention, control and management isnecessary.
Policy Support
National Budget Issues: With Federal deficit issues, the budgets of Federal programs are under close
scrutiny. Hawaii must remain vigilant and its officials will need to continue to work to maintainprograms and collaborative partnerships which have benefitted the State.
Organizational Structure: Institutional organizational structures and funding mechanisms should be
examined and adapted to meet critical existing and emerging needs.
Basic Support Programs: During prior budget reductions, essential support services were lost.
Restoration of basic statistical and market information programs such as Statistics of Hawaii Agricultureand Hawaii Agriculture and Market News is needed to track agricultural information.

17

VI.

Objectives, Policies and Actions

Objectives, policies and actions are identified to address major issues and opportunities. Although stateagencies are listed as implementing organizations, the implementation of this strategy also depends on
county and federal agencies, non-governmental organizations, the private sector and community
groups. While not separately listed, the intent is that these organizations are included in many of theactions. Budget identification numbers are also identified, for example, AGR171 refers to a DOA budget
identification number.
OBJECTIVE: INCREASE DEMAND FOR AND ACCESS TO LOCALLY GROWN FOODSPOLICY: Expand the Statewide Buy Local/It Matters Campaign to Increase Demand for
Hawaii’s Locally Grown Foods
Marketing is critical to increasing the demand for and consumption of Hawaii’s locally produced
agricultural commodities and products. The DOA operates the Buy Local/ It Matters campaign thatencourages residents to support Hawaii farmers by buying locally grown produce. The campaign is
supported by funds from the USDA specialty crop assistance program and other grants. The program
produces and distributes marketing material such as bags, bumper stickers, pencils, magnets and fans.
Informational handouts featuring local farmers, their products and recipes were also prepared. These
marketing tools are often used in conjunction with local food events and promotions. Additional state
general funds will enable the program to increase the amount and types of marketing materials and to
expand the venues for distribution of promotional material, such as in-store promotions.
A recent study showed that Hawaii residents are willing to pay more for locally grown produce but thatthey have difficulty in identifying such products in the market. 13 Expansion of branding and labelingprograms such as the Hawaii Seal of Quality will help to identify locally grown foods for consumers.
Farmers’ markets are an important venue for local farmers and increase access to locally grown foods.
In particular, farmers’ markets help to introduce new farms and new products to potential customers.
Information as to the location and dates/times of farmers’ markets could be added into existingpromotional campaigns to help support these markets.
ACTION: Expand the Buy Local/It Matters Marketing Campaign
Lead/Assisting Organizations: DOA/Buy Local It Matters Committee
Budget Estimate: FY13-15/$500,000 annually (DOA) (AGR171BE)
ACTION: Expand and Improve Branding and Labeling Programs to Identify Local Foods
and Consumer Education Programs to Help Consumers Know Local Farms andFarmers
Lead organization: DOA
Total Budget Estimate: FY13-15/$500,000 annually (DOA) (AGR 171BE)
ACTION: Support Promotional Campaigns to Publicize Farmers’ Markets
Lead organization: DOA
Total Budget Estimate: FY13-15/$50,000 annually (DOA) (AGR 171BE)

18

SNAPSHOT: MARKETING—BUY LOCAL/IT MATTERS AND HAWAII SEAL OF QUALITY
The Buy Local, It Matters campaign aims to encourage residents to
support Hawaii farmers by making conscious decisions to purchaselocally grown produce.
The Hawai`i Seal of Quality aims to protect the integrity and valueof the "HAWAI`I" marketing cachet for products grown or
manufactured in Hawai`i. Under the Seal of Quality (SoQ)
program, there are three qualifying components - Hawaii Origin,
Hawaii Content, and Quality. The program has enforcement
14
features with prescribed penalties for non-compliance.
Opportunities• Promotes purchase andconsumption of local foodproducts.
• Branding helps
consumers identify local
products.

Challenges• There are a number of other marketing slogans and logos
used throughout the State which may dilute the strength of themessage. Difficult to unite under a single statewide logo.
• Education is needed since sometimes the slogan and logo
are not used correctly.
• Continued Federal funding for the marketing campaign is
not guaranteed.

19

POLICY: Encourage Public Institutions to Buy Locally Grown Foods
There has been interest in establishing a Farm to School Program in Hawaii. Such a program would
provide a new large and stable market for local produce. However, it has been difficult to establish sucha program for a variety of reasons. For example, because of requirements for equitable access to food,there is a need to supply the entire food service system encompassing 256 schools. Farmers would haveto provide sufficient volumes of product consistently over the school year. There hasn’t been sufficient
capacity among Hawaii farmers to meet the needs of the statewide school system. On the other hand,
Hawaii’s charter schools have flexibility and are designed to be more locally and community-based. The
charter schools provide a good platform to pilot or demonstrate a Hawaii Farm to School Program.
The Fresh Fruit and Vegetable Program (FFVP), a nationwide school lunch program administered in
Hawaii by the DOE, also provides a market for local produce. The FFVP objectives are to provide student
access to nutritious meals in elementary schools. The program is funded by the Federal Food,
Conservation, and Energy Act of 2008 through the U.S. Department of Agriculture (USDA). The FY11-12
operating budget for this program was $1.9 million. However, many of the issues affecting the Farm to
School initiatives in Hawaii also affect DOE’s implementation of the FFVP at a statewide level. Theseissues include a lack of food safety certification of many local farms, requirements for farm liability
insurance and the inability of local farms to meet the required supply for Hawaii’s statewide school
district. Vendors are not able to meet requirements to supply DOE contracts. As a result, DOE returns
approximately half the FFVP funding at the end of the year. However, the FFVP should continue to besupported.
Many of the above-mentioned issues were discussed by a DOA convened working group and are
discussed in the Report to the 2012 Legislature Examining the Federal 2008 Farm Bill Amendment to the
Richard B. Russell National School Lunch Act. 15
While school gardens comprise only a small component of locally grown produce, they are part of aneffort to connect people with farms and farming. Currently, food grown in school gardens can’t be usedin school cafeterias because there are no food safety standards for these gardens. DOA can support
school gardens by developing food safety standards for school gardens.
Moreover, a general statement of State policy expressed in the Hawaii State Plan, HRS Chapter 226, will
help to encourage schools, hospitals and correctional institutions as well as residents and visitors to buy
local produce and support local farmers.
ACTION: Establish a Pilot Farm to School Program in Hawaii’s Charter Schools
Lead Organizations: DOE Charter Schools, DOA
Total Budget Estimate: FY13-14/$70,000-FY14-15/$100,000 (DOE EDN 600)

ACTION: Continue the Fresh Fruit and Vegetables Program in the Schools
Lead Organization: DOE
Budget Estimate: $1.7 million annually, Federal funds

20

ACTION: Develop Good Agricultural Practices (GAP) Standards for School Gardens
Lead Organization: DOA, DOE
Budget Estimate: FY12-14/$50,000 FY14-15/$50,000 (DOA) (AGR192)

ACTION: Establish a Policy to Buy Local Produce and Support Local Agriculture andCodify that Policy in HRS Chapter 226, Hawaii State Plan
Lead Organization: DOA
Budget Estimate: NA

POLICY: Increase Access to Markets by Providing Food Safety Certification Assistance
The passage of the Food Safety and Modernization Act (FSMA) by Congress in 2010 is anticipated to
impact food safety certification as FSMA’s requires a comprehensive approach to the prevention ofcontamination that spans across the food supply. However, it is difficult to determine how to address
anticipated changes as the Federal Food and Drug Administration (FDA) has not released Administrative
Rules to implement FSMA. This comprehensive approach is anticipated to require a close working
relationship between the FDA as the lead agency and the U.S. Department of Agriculture (USDA). In
Hawaii, it is anticipated that the State Department of Health (DOH) will have the lead role in
implementing FSMA requirements. Should the DOH be the lead to implement FSMA, it is expected that
DOA will continue to address on farm issues while DOH will address the processing and transporting ofitems.
There is a need to expand Hawaii’s Good Agriculture Practices (GAP) programs. Although GAP
certification through State sponsored programs is not expensive (approximately $250 annually for small
farms), many smaller farms do not utilize State programs because they do not wish to change
established farming practices. Further, many food vendors require GAP certification for market entry,
yet many small-scale farms (unlike many of the larger farms in Hawaii) do not have GAP certification.
Without GAP certification market access is limited and without markets, many small-scale anddiversified farms may close operations.
The College of Tropical Agriculture and Human Resources (CTAHR) at the University of Hawaii offers afree-of-charge food safety coaching program for local food production operations. The coaching
program operates on a grant-funded annual budget of approximately $200,000 through the Universityof Hawaii. It is conducted by professionals who have industry standard training. The coaching program
prepares fruit and vegetable producers for GAP certification through the State of Hawaii. To meet GAP
certification, the coaching program involves an initial on-site audit followed by recommendations andfurther audits. In addition, the coaching program prepares other food producers (such as livestock, fish,poultry, and egg producers, as well as farmers markets, wholesalers, retailers, and other farms) for third
party food safety audits. CTAHR’s coaching program enables food producers to meet GAP certificationor other food safety audit standards required by food retailers and restaurants. Additionally, these foodproducers will be able to continue to sell to existing vendors e.g. farmers’ markets when these vendors
require that food safety standards be met.
Presently, only 65 of 1,200+ produce farms have current food safety certifications as administered by athird party auditor. Additional funding would provide for coaching for 50 farms per year.

21The CTAHR “coaches” work hand in hand with the DOA food safety certifiers. Once the food producer
has received training and is prepared for the for the food safety audits, DOA conducts the food safety
audits. To meet food safety requirements, funding for food safety certifiers should be provided intandem with funding for coaching.
Language has been identified as a barrier to the adoption of food safety practices. Translation services
such as those provided by Pacific Gateway Center for immigrant farmers should be an integral part ofthe coaching programs.
ACTION: Increase Farm Food Safety Coaching Program
Lead Organization: CTAHR
Total Budget Estimate: FY13-14/$236,689 FY14-15/$238,780, (CTAHR UOH 100)ACTION: Increase the Number of Farm Food Safety Certifiers
Lead Organization: DOA
Total Budget Estimate: FY13-14/$500,000 FY14-15/$500,000, (DOA) AGR )ACTION: Augment the Farm Food Safety Coaching Program by Providing forTranslation Services
Lead Organization: CTAHR
Total Budget Estimate: To be determined.

22

OBJECTIVE: INCREASE PRODUCTION OF LOCALLY GROWN FOODS
Increased food self-sufficiency in Hawaii requires a sustainable agricultural industry.
The following identifies policies and implementing actions to address some of the elements necessary toincrease agricultural production. The actions below address issues which specifically pertain to foodself-sufficiency and which state government programs are suited to address. The State Agricultural
Parks Program and State irrigation systems are emphasized because these programs provide land andwater at reasonable cost to farmers. For example, one study found that privately-run county board ofwater supply systems irrigation water rates run from five to eight times as much as the DOA systems. 16
POLICY: Provide Suitable Public Lands at Reasonable Cost and with Long-Term
Tenure for Commercial Agricultural Purposes
One of the fundamental problems affecting farmers is the lack of access to land with long-term leases.
Further, there are underlying urbanization pressures which cause the “impermanence syndrome”
affecting agricultural lands. The impermanence syndrome describes the accelerated agricultural decline
near urban areas due to farmers’ disinvestment in their farm operations in anticipation of development.
Disinvestment begins long before farmers actually exit farming and involves non-renewal of farminfrastructure, and lack of investment in production efficiency, labor use, marketing and value-added
activities. The impermanence syndrome becomes a self-fulfilling prophecy. 17
One way to address this is to make more public land available for agriculture. Both the Agricultural Parks
Program and the Non-Agricultural Parks Program under the Department of Agriculture accomplish this.
Under the State Agricultural Parks Program, lands are acquired, developed and leased to farmers. The
purpose of the program is to encourage the continuation or initiation of agricultural operations. The
program makes land with long-term tenure available to small farmers at a reasonable cost.
The Agricultural Parks Program utilizes a thorough qualification process to ensure potential lessees will
undertake substantial agricultural activity. Uses and activities not directly related to agricultural
production are strictly controlled. The majority of the total annual income of lessees is required tocome from agricultural activities. This program provides a stable land tenure that is not subject toreclassification or rezoning, further subdivision, lack of monitoring of activities, and introduction on nonagricultural uses.
There are twelve Agricultural Parks managed by DOA and the Agribusiness Development Corporation(ADC) on Kauai, Oahu, Molokai and Hawaii. Lease rents in agricultural parks are lower than privately
owned lands.
The ADC preserves agricultural lands and infrastructure abandoned by former plantations for current
and future use. The Department of Hawaiian Home Lands (DHHL) manages thousands of acres for the
benefit of native Hawaiians. The DHHL has increased its efforts to provide lands and support for farming
including subsistence farming.
Act 90 SLH 2003 established the non-agricultural park lands program which provides for the transfer of
certain public lands from the Department of Land Natural Resources to the Department of Agriculture.
These lands are to be used for the purposes of Article XI, Section 10 of the State Constitution whichstates in part that “public lands shall be used for the development of farm and homeownership on as
widespread a basis as possible.” This program increases the availability of agricultural lands throughout

23

the State. The Board of Land and Natural Resources (BLNR) approved 5,186.843 acres for transfer andthe transfer of 4,072.783 acres has been completed. 18
The need for an accurate and up-to-date inventory of State lands designated for agriculture has been
identified. This inventory would provide a database for decision-making and provide information as towhere these lands are and what may be hindering their development for agricultural use.
ACTION: Complete Agricultural Park Projects Presently Committed and Develop
Additional Parks
Lead Organization: DOA, ADC, DLNR
Total Budget Estimate: FY13-14/CIP, FY14-15/CIP (DOA) (AGR) (DLNR)ACTION: Complete the Transfer of Lands from DLNR to DOA under the NonAgricultural Parks Program and Actively Manage these Lands
Lead organization: DOA, ADC, DLNR
Budget Estimate: FY13-14/CIP, FY14-15/CIP (DOA) (AGR) (DLNR)ACTION: Inventory State Lands Designated for Agricultural Use
Lead organization: DOA, ADC, DLNR, DHHL
Budget Estimate: TBD
POLICY: Continue to Provide Input into State and County Planning and Land Use
Processes to Assure Sufficient Agricultural Land
There are many competing uses for agricultural land including not limited to residential, resortcommercial and energy uses. DOA’s Planning Office reviews and comments on proposals for state landuse district boundary amendments, county general and development/community plan amendments andother land use proposals. The Office plays a key role in assuring that agricultural objectives andinterests are addressed.
The Office also reviews, comments, and monitors proposals before the LUC to designate lands as IAL. To
date approximately 89,859 acres of land have received IAL designation by the LUC.
ACTION: Review and Comment on Land Use Planning and Permitting Related
Documents to Ensure the Availability of Agriculturally Suitable Lands and Promote
Diversified Agriculture
Lead Organization: DOA
Budget Estimate: Ongoing funding. AGR 192
POLICY: Maintain and Repair State Agriculture Irrigation Systems
The state operates eleven irrigation systems throughout the state. By maintaining and operating theseabandoned plantation irrigation systems, the state supports and encourages the development andexpansion of diversified agriculture on former mono-crop plantation lands. Many of the irrigation
systems are decades old and it is important to maintain and upgrade them and keep them in service to
Hawaii’s farmers, growers and ranchers, now and for the future. In addition, there is a need to repair
and upgrade the plantation agriculture irrigation infrastructure to better serve existing needs. The

24

water delivery needs for diversified agriculture are different than those for plantation agriculture. For
example, the plantations irrigated crops with sheet flow while diversified crops need targeted delivery
systems. There is also a need to incorporate improvements, such as hydroelectric facilities, that would
help reduce farm expenses.
ACTION: Support CIP Funding to Maintain and Repair State Irrigation Systems
Lead/Assisting Organizations: DOA, ADC, DLNR, DHHL
Budget Estimate: DOA CIP, ADC CIP, DLNR CIP
ACTION: Complete the Update of the State Agriculture Water Use and Development
Plan
Lead/Assisting Organizations: DOA/CWRM
Total Budget Estimate: $1,000,000 in funding allocated and released

POLICY: Integrate Agricultural Infrastructure in Regions with State Agricultural Lands
The agricultural lands and irrigation system action recommendations are inter-related and interdependent. These relationships are difficult to describe at the broad policy level and are better
examined at a regional scale.
The actions presented in this strategy need to be coordinated and synchronized in order to be effective.
These actions include the identification of state lands to be transferred to DOA, renovation andmaintenance of agricultural irrigation systems, and development of food distribution facilities, foodhubs/food incubators. Regions should be prioritized for maximum use of resources and master plans
prepared for high priority areas.

ACTION: Prepare Regional Agricultural Infrastructure Master Plans In Priority Areas
With a Concentration of State Agricultural Lands and Infrastructure. Prioritize
Implementation to Maximize Scarce Resources
Lead/Assisting Organizations: DOA, ADC, DLNR/CWRM
Total Budget Estimate: To be determined.

POLICY: Encourage Efficient Distribution Systems to Move Food to the Marketplace
There is no consensus on a definition of “local” or “local food systems” in terms of the geographic
distance between production and consumption. However, defining “local food systems” is based onmarketing arrangements such as farmers’ selling directly to consumers at regional farmers’ markets or
to schools is well-recognized. Local food markets account for a small but growing share of total U.S.
agricultural sales. Nationally, direct consumer sales, farmers’ markets, community-supported
agriculture organizations and farm-to-school programs have all increased. 19 In Hawaii, most farm
products reach the market through food wholesale companies. A number of these companies purchasefrom local farmers and distribute to local groceries and stores. Farmers’ markets, community-supported25

agriculture organizations have increased in Hawaii as well. There is also significant interest in farm-toschool programs.
One area which has been cited as a significant challenge on the Neighbor Islands is the lack of
distribution infrastructure for small farmers on the Neighbor Islands. Currently, most Neighbor Island
small farmers have to take their own produce to grocery stores, negotiate sales, and/or spend mornings
at farmers markets to sell food. This can be an insurmountable barrier in terms of time, willingness, andcost of fuel for distribution. 20
Particularly on the Neighbor Islands, small, dispersed farmers cannot take the time to market anddistribute their products on their own, and buyers cannot deal with dozens of individual suppliers.
Improving market channel infrastructure is important and can take several forms. Different market
channels can operate simultaneously and be mutually beneficial. 21 These include:o Distribution service that collects produce from small farmers and aggregates anddelivers the produce to large end-users, such as restaurants and grocery stores;o Cold storage facility so that sellers and buyers have a one- or two-day supply margin;
o Direct farmer-to-consumer channel, by which farmers are matched with families who
agree to buy their produce, along the lines of community-supported agriculture(CSA);o Larger-scale direct produce delivery service, which aggregates produce fromseveral farmers to give consumers more of a variety than a typical CSA;o Development of existing farmer’s markets, including making them available to alarger number of people, and on more days per week;
o Clearinghouse/Information exchange whereby farmers publish their available
produce so consumers can see what is or will be available; ando Negotiation with grocery stores to make shelf space for local produce more
affordable. 22
Another issue for Neighbor Island farmers is distribution to the Oahu market and the need for cargofacilities at ports of entry has been raised.
Innovative distribution systems can be developed. An example of an innovative niche distribution
business is Adaptations. This business organizes a number of small farmers to produce a certain array oforganic, high-quality vegetables and distributes them to high-end restaurants. The market for high-end
and organic produce is by no means saturated, and the market for conventional produce is limited to big
distributors. 23
The State can assist farmer’s markets by helping farmers meet requirements for entry/participation suchas food safety certification.
Community-supported agriculture (CSA) is a form of direct marketing. It allows people to have directaccess to high quality, fresh produce grown locally. When you become a member of a CSA, you arepurchasing a “share” of produce from a local farmer. The farmer will deliver that share of produce to aconvenient drop-off location where it can be picked up by the consumer. The Department of Agriculture
can encourage and promote community-supported agriculture by including information on the benefitsof CSAs in their promotional and marketing material.

26

Food Hubs
“Food hubs” are enterprises that link local producers and consumers. The USDA’s working definition offood hub is “a centrally located facility with a business management structure facilitating theaggregation, storage, processing, distribution, and/or marketing of locally/regionally produced foodproducts. 24
In Hawaii, a similar concept called a “food incubator” has been proposed. These incubators would befacilities that handle aggregation, processing, treatment and distribution. They could be located either
near farms (e.g. Kunia) or near harbors or airports. These multi-functional facilities facilitate
integration of several key components of the food system. In Hawaii, the facilities would also addressstorage issues resulting from homeland security measures which do not allow agricultural storage
sheds on piers.
ACTION: Facilitate Farmer Participation in Farmers’ Markets by Working with NonProfit Organizations such as the Farm Bureau to Help Farmers Meet Food Safety
Requirements.
Lead organization: DOA, CTAHR, DOH
Total Budget Estimate: FY13-14/To be determined, FY14-15/To be determined (DOA) (AGR)
ACTION: Encourage and Promote Community-Supported Agriculture (CSA) by
Including Information on CSAs in Existing Marketing Activities
Lead organization: DOA
Total Budget Estimate: Incorporate in existing marketing program (DOA) (AGR 171B)
ACTION: Provide Support for Multi-Functional Food Hub Facilities or Food Incubator
Facilities
Lead organization: DOA, ADC
Total Budget Estimate: FY13-14/CIP, FY14-15/ CIP (DOA) (AGR)27

SNAPSHOT: DISTRIBUTION SYSTEMS: FOOD WHOLESALERS
Ninety-nine percent of agricultural
products consumed in the U.S. arepurchased through wholesalechannels. (Martinez, et.al.,2010)
Similarly, most of Hawaii’scommercially grown produce isdistributed by several large food
wholesale companies. These food
wholesalers bring produce from thefarmers to the retailers. They
provide storage and transportation
to retailers. One of the largest foodproduce wholesalers, Armstrong
Produce, has 125 to 130 local
producers statewide which
represent 25% of the produce they
supply to consumers. (Hawaii Retail
Grower,2011)

Credit: Hawaii Retail Grocer
Opportunities/Innovations• Food wholesalers can provide infrastructure that individual
farmers can’t afford.
• Examples:o Cutting edge, enclosed , temperature controlled
facilities.
o Armstrong Produce banana ripening facility• Food wholesalers take care of food safety issues while
food is in their possession.
• Food wholesalers can invest in and move to newtechnologies.
o Radio frequency identification.
Challenges• Although national food safety regulations have not beenenacted, many retail customers require that produce be food safety
certified.
• There are not enough growers to consistently meetdemand.

28

Building stable relationships,
linkages and connections between
supply and the market helps tostrengthen the local food system.
The Mountain Apple Brand began asa way to support an agriculturalcommunity in transition. KTA
Superstores operates six stores on
the island of Hawaii. In the 1970s
and 1980s, Hawaii’s sugar industry,including Hamakua Sugar Co. on the
Big Island were slowly succumbing tointernational competition. In the late1980’s, KTA’s president instructed his
staff, “ When the sugar companies gounder, it’s your responsibility to help
(the farmers). As a result of thatcharge, the Mountain Apple Brand
was launched.
(www.ktasuperstores.com/
mountainapplebrand, and Hawaii
Retail Grocer, May 2011)

SNAPSHOT: DISTRIBUTION SYSTEMS: INNOVATOR IN
PRODUCT AGGREGATION
Products grown, processed or manufactured in Hawaii through KTA
Superstores are marketed under the Mountain Apple Brand. The first
Mountain Apple product was fresh island milk.
Approximately 80 local vendors supply 285
food products at KTA Super Stores including
fresh milk and eggs, range-fed beef, lamb,fresh breads, coffee and desserts. Produce
includes bananas, Waimea vegetables, bean
sprouts, and a variety of pre-cut salads andvacuum-packed vegetables. At these stores,
95% of leafy vegetables and 35% of meats are
local. The company has also helped to create
value-added products.

Opportunities/Innovations• By aggregating product, sometimes sourced from multiple growers,
some of the economic and logistical efficiencies of larger food distribution
25
systems are achieved.
• Partnerships are formed between the farmers and retailer
facilitating reliability and consistency in the supply chain.
• Brand represents high quality which promotes customer
purchase and loyalty.
• Moving toward value-added products can increase crop
value/farm profitability which in turn increases the viability of local
farms.
Challenges•
Since a long-term relationship with the farmer is desirable,
retailer/farmer relationship should be maintained through ups and downs of
natural disasters, poor weather, blight, and crop failure.

29

Local food markets including
Community Supported Agricultureorganizations (CSAs) are growing. In
2005, there were 1,144 communitysupported agriculture organizations(CSAs) in operation in the U.S., upfrom 400 in 2001 and 2 in 1986.
In early 2010, estimates exceeded
1,400, but the number could bemuch larger.
(USDA, Local Food Systems). The
Local Harvest website lists 18 CSAs in
Hawaii.
Community Supported Agriculture(CSA) offers a way for consumers to
buy local seasonal food directly froma farmer. The farmer offers anumber of “shares” to the public.
The share typically consists of abasket of vegetables or fruit.
Interested consumers purchase ashare (membership or subscription)and in return receive a basket of
produce for a specified time period.
(www.localharvest.org)

SNAPSHOT: DIRECT DISTRIBUTION--COMMUNITY SUPPORTEDAGRICULTURE (CSA)

Photo Credit: Department of Agriculture, “Buy Local/It Matters”
CSA programs are offered by Otsuji Farm, Oahu Fresh and many other26
farms. MA’O Farms is another CSA and incorporates programs for out-of
27
school youth and Hawaiian culture onto its operations.
Opportunities/Innovations• Builds a reliable steady customer base.
• Farmer receives payment early/helps cash flow.
• Promotes “Know Your Farmer”.
Challenges
•
•
•

•

Members share in the risks of farming.
Smaller harvests may result in reduced allotments.
Can involve detailed decision-making process on whichcrops to grow and how to get enough crops to satisfy
28
customers.
Packing and delivery takes up farmer’s time.

30

POLICY: Support Pest Prevention, Control and Management
Pests can adversely affect the agricultural industry. For example, the multi-million dollar honey, queen
bee and pollination industry in Hawaii was threatened by the varroa mite. With Hawaii’s year round
mild climate and wide selection of available hosts, insects, mites, weeds and plant diseases such as fire
ants, banana bunchy top virus and nettle caterpillar, can quickly become established. DOA’s pest
control, plant quarantine and other bio-security programs work to prevent, control and manage thesepests. Stable funding support is needed for their researchers, technicians and inspectors. The Hawaii
Invasive Species Council under DLNR and island invasive species committees also work to control
harmful invasive species infestations and prevent the introduction of potentially harmful invasive
species.
ACTION: Support and Seek Stable Dedicated Funding for Programs to Prevent, Control
and Manage Pests.
Lead organization DOA, DLNR
Total Budget Estimate: To be determined.

POLICY: Provide an Adequate Supply of Trained Labor for Agricultural Needs
A strategic plan prepared by CTAHR identifies four initiatives to strengthen agricultural programs inhigher education in Hawaii. These initiatives are the first four actions listed below. CTAHR found that
there are ample educational opportunities in agriculture. Seven community colleges and two four-year
institutions in the University of Hawaii system have programs in agriculture and food. However, one of
the major reasons for the agricultural labor shortage is insufficient interest in youth to enter agriculture
and natural resource management fields of study. In addition, farming today requires the ability tomarket products, deal with regulations and to run operations as a business in addition to crop andlivestock production. 29 The fifth action listed supports ongoing agricultural training at the secondaryand post-secondary levels. Programs at lower school levels should also be explored.
DLIR’s Green Jobs Initiative was described earlier and should be continued. In addition, internships,
apprenticeships and young farmer programs should be expanded since these “hands-on” methods oflearning provide effective and relevant training mechanisms.
ACTION: Create Greater Awareness and Improve Public Interest in and Support of theAgriculture and Natural Resource Management Career Fields.
ACTION: Develop More Effective Partnerships between Industry and Academia, and UseThose Partnerships to Recruit and Prepare More Students.
ACTION: Improve the Preparedness of Students in Agriculture and Natural Resource
Management Programs.
ACTION: Improve Articulated Academic Programs for Students Interested in Agriculture
and Natural Resource Management Careers.

31

ACTION: Provide Agricultural Training at the Secondary and Post-Secondary School
Levels and Propose Improvements as Needed.
ACTION: Develop a Coordinated Pathway of Agricultural Training at Elementary,
Secondary and Post-Secondary School Levels
ACTION: Continue to Support the Green Jobs Initiative.
Lead organization: DOE, UH, Community Colleges, DLIR
Total Budget Estimate: FY13-14/To be determined. FY14-15/To be determined (DOE, UOH) (UOH101,
EDN105, DLIR)POLICY: Promote Agricultural Research and Extension Services To Improve
Agricultural Practices in Hawaii
High costs related to land, labor, and energy; conflicting needs for fresh water; and frequent pest
invasions all put pressure on Hawaii’s food supply. The pressure will intensify in the future, due to theanticipated growth in population; decreasing supply of prime agricultural land; increasing energy costs;
and impacts of global climate change, which will result in higher temperatures, increasingly arid
conditions, and potential flooding of coastal regions. As the only college in the U.S. that focuses on
tropical and subtropical food and agriculture operating under the small-farm conditions characteristic ofHawai‘i, where 64% of farms are 10 acres or less, the College of Tropical Agriculture and Human
Resources (CTAHR) is a valuable resource for ensuring the state’s food security and self-sufficiency.
Current CTAHR research ranges from investigations at the molecular level necessary for understanding
plant physiology to the use of both traditional breeding and advanced technologies to develop newcrop varieties that will thrive under more arid conditions, be resistant to pests, and/or offer increased
yields per acre. It includes the improvement of soil fertility and crop yield through sustainableagronomic practices; the detection and mitigation of invasive pests through the integration of genetic
methods of pest identification with environmentally benign pest-management strategies; theenhancement of beef stock and production; and the exploration of how weather, agricultural practices,climate change, and human and animal habitation affect Hawaii’s watersheds and the forest plantcommunities associated with them. CTAHR’s extension programs promote and support safe foodproduction and post-harvest processing, including hands-on training for food processors, an active
coaching program in food safety practices for farmers, and training in safe and legal pesticide use for
new and immigrant farmers. These programs are supported and complemented by research efforts todevelop rapid and field-based techniques for the detection of food-borne and environmental
pathogens. These farm-to-fork initiatives also extend to research on the nutritional composition offoods and the prevention of diet-related diseases, such as obesity, as well as community outreach toeducate people on healthy diets and lifestyles.
CTAHR’s effects on Hawaii’s food security and self-sufficiency are significant and extensive. The college
educates and prepares the next generation of employees and entrepreneurs needed to replace thegraying population of farmers, technicians, and scientists. Its research and extension programs must
continue to support commercial producers, small farmers, and home gardeners and are needed toprevent and mitigate present and future threats to the state’s food supply. Although priorities must be
identified in light of limited resources and budget constraints, there are areas where increased
attention is warranted, such as the detection and control of invasive pests and food-borne pathogens,protection of water quality and watersheds, ensuring the safety of foods, and increasing the quantityand quality of foods produced in Hawai‘i.

32

ACTION: Identify Critical Research and Extension Needs and Prioritize the Budgetaryand Academic Resources Required to Address these Needs
Lead organization: CTAHR, DOA
Total Budget Estimate: FY13-14/To be determined, FY14-15/To be determined. (CTAHR) (UH)ACTION: Generate Research and Dissemination of Information of Use in the Farmer toConsumer Food Chain
Lead organization: CTAHR, DOA
Total Budget Estimate: FY13-14/To be determined, FY14-15/To be determined. (CTAHR) (UH)33

OBJECTIVE: PROVIDE POLICY AND ORGANIZATIONAL SUPPORT TO MEET FOOD
SELF-SUFFICIENCY NEEDSPOLICY: Develop an Organizational Structure to Organize and Support Food SelfSufficiency Activities
The DOA and the Hawaii Economic Development Task Force believe that a coordinated effort isnecessary to effectively address contemporary agricultural issues including food self-sufficiency. The
proposed Agricultural Development and Food Security Program within DOA will establish an overall
direction in a number of areas to promote the development of agriculture and food security within theState. It is intended to encompass all aspects of agriculture in the continuum from farm to market. The
program will provide administration; coordinate with public and private agencies and organizations; andgenerate revenue development and funding to develop Hawaii’s agricultural industry to compete intoday’s complex and integrated environment. 30
ACTION: Have Legislation Adopted in the 2013 Legislative Session, Fund and Establish
the Agricultural Development and Food Security Program
Lead/Assisting Organizations: DOA
Funding: Evaluate the feasibility of alternative sources of funding, such as the Environmental Response,
Energy and Food Security Tax (Barrel Tax)
Total Budget Estimate: FY13-14/$3.17 million, FY14-15/$4.0 million

POLICY: Provide Market Information and Statistics to Support Production, Marketing,
Policy, Planning and Research Functions
There is a need for statistical and market data to monitor and describe trends in Hawaii’s agriculturalindustry in order to track whether food self-sufficiency is increasing or decreasing. In 2009 all positionsin the Market Analysis and News (MAN) Branch of the DOA were eliminated. MAN conductedeconomic, market, and business feasibility research on fruits, vegetables, and shell egg shipments, aswell as supply and wholesale prices. They produced weekly reports called the Hawaii AgriculturalMarket and News Report in collaboration with the U.S. Department of Agriculture's Market News
Service. MAN published over 500 Hawaii Agricultural Market and News Reports annually. Readily
available information on market prices and supply from these reports reduces the risks to farmers andincreases local food consumption by allowing farmers to know what crops are in immediate demand andwhat crops are being imported and exported in the State. The Hawaii Agricultural Market and News
Report also allowed farmers to develop immediate price-points for their commodities when going tomarket. Funds of $179,164 annually are required in FB 2013 – 2015 for three new support positions andneeded equipment to perform the required market research and reports.
The Statistics of Hawaii Agriculture publication was eliminated in 2009 and reinstated in 2010. Thisannual publication has been used for business research and policy making since statehood and draws offof the Hawaii Agricultural Market and News Report for local production figures and establishing market
share for fruits and vegetables. The Statistics of Hawaii Agriculture publication compiles data on abroader variety of agricultural commodities for the State of Hawaii than the Hawaii Agricultural Market
and News Report. It illustrates in tabular format statistical data on what commodities are produced in
Hawaii and data on a limited number of imported commodities allowing for long-term agricultural

34

trends to be identified. Annual data on local demand for agricultural products and in-shipmentscompiled from the Statistics of Hawaii Agriculture publications are essential to measure progress inachieving long-term food security and food self-sufficiency. Funds of $400,815 are required in FB 2013 –2015 for six new support positions and equipment to perform the required data gathering.
ACTION: Collect Data and Conduct Market Research on In-Shipments and Locally
Produced Agricultural Commodities
Lead/Assisting Organizations: DOA/CTAHR
Total Budget Estimate: FY13-14/$179,164, FY14-15/$179,164 (DOA) (AGR 171 BD)
ACTION: Collect and Publish Agricultural Statistical Data through the Publication of
Statistics of Hawaii Agriculture
Lead/Assisting Organizations: DOA/CTAHR
Total Budget Estimate: FY13-14/$400,815, FY14-15/$400,815 (DOA) (AGR 171 BC)* Budget estimates are based upon 2009 numbers adjusted upward for inflation into year 2011.
POLICY: Provide Policy, Legislative and Advocacy Support for Agriculture
Hawaii agriculture is supported by a number of Federal laws and programs. For example, the UDSA
specialty crop assistance program under the U.S. Farm Bill has provided funding of approximately$250,000 per year for five years to increase the competitiveness of specialty crops such as papaya andlilikoi in Hawaii.
Hawaii’s agricultural programs also benefit from a strong collaborative working relationship with anumber of Federal programs including but not limited to the National Agricultural Statistical Service,
Farm Service Agency, Rural Development Agency and other USDA programs. Communication with
Federal agencies and policy makers will help to insure the continuation of programs that benefit Hawaii
agriculture.
The USDA Pacific Basin Agricultural Research Center (PBARC) in Hilo, Hawaii conducts research for thedevelopment of sustainable agricultural systems and pest management programs in support of Hawaii,
the Pacific Basin, and U.S. agriculture.
Administrative support is also needed in particular to expedite recruitment and hiring of staff.
ACTION: Work to Retain Federal Laws, Programs and Collaborative Working
Relationships that Benefit Hawaii’s Agricultural Industry
Lead Organization: DOA
Total Budget Estimate: Ongoing. DOA

35

POLICY: Increase Partnerships to Strengthen the Local Food System
Partnerships can help support all aspects of the local food system. The Hawaii Farm Bureau Federation
works with the Department of Agriculture in many ways to support agriculture including sponsoring a
number of farmers’ markets. The Kokua Hawaii Foundation’s ‘AINA In Schools program is anotherexample. The program encourages healthy eating habits including fresh fruits and vegetables and helps
students connect to where their food comes from. The Ulupono Initiative has assisted with efforts todevelop a sustainable dairy industry in Hawaii, study the development of a large scale grass-fed beef
operation, and develop livestock feed in-state. Opportunities to develop and expand public-private
partnerships exist in many areas including but not limited to the following:• Rehabilitation and ongoing maintenance and management of irrigation systems;• Acquisition and management of agricultural lands;• Distribution facilities;• Marketing of local food products;• Internships and training; and• Discussion of metrics to measure Hawaii food self-sufficiency.
ACTION: Pursue Opportunities for Partnerships to Support Food Self-Sufficiency
Lead Organization: DOA
Total Budget Estimate: Ongoing. DOA

36

References
A New Day in Hawaii. Hawaii Office of the Governor.
Day-Farnsworth, Lindsey, et. al. Scaling Up: Meeting the Demand for Local Food. University of
Wisconsin (UW)-Extension Ag Innovation Center, UW-Madison Center for Integrated Agricultural
Systems, December 2009.
Department of Business, Economic Development & Tourism. Hawaii Economic Development Task Force
Report. December 29, 2011.
Department of Agriculture. Food Self-Sufficiency in Hawaii. December 16, 2008. Accessed at
http://hawaii.gov/hdoa/add/White%20Paper%20D14.pdf/view?searchterm=food+self+
Department of Agriculture. State Agriculture Functional Plan. 1991.
Department of Agriculture. Hawaii Department of Agriculture Overview Strategic Plan. 2008.
Department of Agriculture. Statistics of Hawaiian Agriculture. annual.
Frey,Christine and Heather Wooten, “Complete Eats’ Legislation: The Farm Bill and Food Systems
Planning”, Planning and Environmental Law. April 2012.
Common Ground: Advancing Agriculture in Hawaii. Hawaii Business Magazine Special Report. 2012.
“Homegrown: Sustainable Agribusiness in Hawaii”. Hawaii Retail Grocer. Fall 2011.
http://maoorganicfarms.org“Kirisu’s Vision”. Hawaii Retail Grocer. May 2011.
Kleinschmit, Jim and Anna Claussen. “Rural Development, Energy, and Conservation in the Farm Bill”.
Planning & Environmental Law. April 2012.
Leung, PingSung and Matthew Loke. “Economic Impacts of Increasing Hawaii’s Food Self-Sufficiency”.
Economic Issues. EI-6. College of Tropical Agriculture and Human Resources, University of Hawaii,
December 2008.
Lee, C.N. and H.C. Bittenbender. “Agriculture”. Hawaii 2050 Issue Book. Hawaii 2050 Task Force,
2008.
Martinez, Steve, et.al. Local Food Systems, Concepts, Impacts and Issues, Research Report No. 97.
USDA, Economic Research Service, May 2010.
Maryland Cooperative Extension Service. Community-Supported Agriculture in Maryland Fact Sheet
765.
Omnitrack Group. Local Food Market Demand Study of Oahu Shoppers. December 2011.
Page, Christina, Lionel Bony and Laura Schewel. The Island of Hawaii Whole System Project Phase 1
Report. Rocky Mountain Institute, March 2007.

37

Rabin, Jack. Sustaining Farming on the Urban Fringe. Rutgers University. Accessed at
http://njsustainingfarms.rutgers.edu/farmlandissues.html.
The Kohala Center. The 2010 County of Hawaii Agriculture Development Plan (Draft). October 19,
2010.
University of Hawaii. University of Hawaii System Report to the 2010 Legislature: Report on the
Feasibility of Establishing a Farm to School Program in Hawaii’s Public Schools. December 2009.
U.S. Department of Agriculture. “Food Hubs: Viable Regional Distribution Solutions”, presented at the
Sustainable Agriculture & Food Systems Funders Forum, 2011. Available at
http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5091774.
www.locaharvest.org
www.ktasuperstores.com/mountainapplebrand
www.wallace center.org/ourwork-Resource-Library-Wallace-publications/Northern VA LFSAssessment-Final Report

End Notes

1

Leung, PingSung and Matthew Loke. “Economic Impacts of Increasing Hawaii’s Food Self-Sufficiency”.
Economic Issues. EI-6. College of Tropical Agriculture and Human Resources, University of Hawaii, December
2008., p. 2.
2
Ibid. p. 6.
3
Ibid. p.1.
4
Ibid. p. 1.
5
DOA, Food Self-Sufficiency in Hawaii, 2008, p. 1.
6Lee, C.N. and H.C. Bittenbender. “Agriculture”. Hawaii 2050 Issue Book. Hawaii 2050 Task Force, 2008, p. 3
and DOA, Statistics of Hawaiian Agriculture, 2008.
7
Lee. Op cit. p. 3.
8
DOA. Statistics of Hawaiian Agriculture, annual.
9Lee, Op. cit. p. 3
10
Ibid.
11
Ibid.
12
Ibid.
13
Omnitrack Group. Local Food Market Demand Study of Oahu Shoppers, December 2011.
14
Ibid.
15
DOA, Report to the 2012 Legislature-Report Examining the Federal 2008 Farm Bill Amendment to the Richard
B. Russell National School Lunch Act, December 2011.
16
DOA, Economic Impact of the Waiahole Irrigation System, December 30, 2002. Accessed August 14, 2012.
http://hawaii.gov/hdoa/adc/
17
Rabin, Jack. Sustaining Farming on the Urban Fringe. Rutgers University.
http://njsustainingfarms.rutgers.edu/farmlandissues.html.
18
Communication with DLNR August 31, 2012.
19
Martinez, Steve, et.al., Local Food Systems, Concepts, Impacts and Issues, Research Report No. 97, USDA,
Economic Research Service, May 2010, p. iii.

38

20

Page, Christina, Lionel Bony and Laura Schewel. The Island of Hawaii Whole System Project Phase 1 Report.
Rocky Mountain Institute, March 2007, p. 46-48.
21
Ibid.
22
Ibid.
23
Ibid. p. 36.
24
U.S. Department of Agriculture, “Food Hubs: Viable Regional Distribution Solutions”, 2011, presented at the
Sustainable Agriculture & Food Systems Funders Forum. Available at
http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5091774.
25, Day-Farnsworth, Lindsey, et. al. Scaling Up: Meeting the Demand for Local Food, University of Wisconsin(UW)-Extension Ag Innovation Center, UW-Madison Center for Integrated Agricultural Systems. December 2009,
p. i. Accessed online at http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5091489 on July 11,
2012.
26
Oahu Fresh http://www.greentowns.com/initiative/community-supported-agriculture/oahu-fresh-honolulu-hi andOtsuji Farm http://www.otsujifarm.com/
27
http://maoorganicfarms.org/ Accessed on July 3, 2012.
28
Maryland Cooperative Extension Service, Community-Supported Agriculture in Maryland Fact Sheet 765.
www.extension.umd.edu/publications/pdfs/fs765.pdf
29
Common Ground, Advancing Agriculture in Hawaii, Hawaii Business Magazine Special Report, 2012, p. 17-18.
30
DBEDT. Hawaii Economic Development Task Force Report, December 29, 2011, Appendix G, pgs. G-60-G-61.

39

APPENDIX 1. Summary Estimated Budget Table
The budget figures are preliminary estimates. The relevant agencies should be consulted for cost information.
STATE GENERAL FUNDSPROGRAM/PROJECT
1
Buy Local/It Matters Marketing Campaign
2Branding Programs i.e. Hawaii Seal of Quality
3
Publicize Farmers’ Markets
4
Pilot Farm to School Program in Charter Schools
5.
Develop Good Agricultural Practices for School
Gardens
6
Farm Food Safety Coaching Program
7
Farm Food Safety Certifiers
8
Regional Ag Infrastructure Master Plans
Restore Inspectors, etc. Pest Control, Bio-Security
9
10 Manpower Training/Education
11 Research and Extension
12 Market Research to Track Locally Grown/ Inshipments : Restore Positions
13 Agricultural Statistics: Restore Positions
Total

AGENCY

DOA
DOA
DOA
DOE
DOA

ID
AGR171BE
AGR171BE
AGR171BE
EDN600
AGR192FY14500,000
500,000
50,00070,00050.000FY15500,000
500,000
50,000100,000
50,000

CTAHR
DOA
DOA
DOA

UOH100
AGR
AGR
AGR

236,689
500,000
TBD
TBD
TBD
TBD
179,164

238,780
500,000
TBD
TBD
TBD
TBD
174,164

400,815
2,736,668

400,815
2,769,668

3.17m

4.0m

UH,CC,DOE

UH
DOA

UH
AGR171BC

DOA

AGR171BC

STATE GENERAL FUNDS OR ALTERNATIVE SOURCES OF FINANCING
1Ag Development and Security Program
DOA

STATE CIP FUNDSPROJECT
1
Agricultural Parks Program
2
Transfer of Lands from DLNR to DOA
3Agricultural Irrigation Systems
FEDERAL FUNDSPROGRAM/PROJECT
1Fresh Fruit and Vegetable Program

AGENCY
DOA/ADC/DLNR
DOA/ADC/DLNR
DOA/ADC/DLNR

ID

FY14
TBD
TBD
TBD

FY15
TBD
TBD
TBD

AGENCY

ID

FY14
1.7m

FY15
1.7m

DOE

TBD: To be determined.

40

APPENDIX 2. Hawaii Food Self- Sufficiency Strategy Definitions
FOOD SECURITY

Definition and Publication

Original Source

The term food security encompasses three major elements: availability, access, andutilization. Food availability refers to the overall supply of food from domestic
production and net food imports. Food access refers to the household’s ability to
get food from its own production, in the marketplace or from other sources such as
barter or gifts. Access depends largely on household purchasing power. Foodutilization is determined by food safety and quality, how much a person eats andhow well a person converts food to energy, all of which affect proper biological use
of food, nutritional status and growth.

Food and Nutrition Security
in the United StatesAffiliated Pacific Islands
George Kent, University of
Hawaii, Draft of November
13, 2008.
http://www2.hawaii.edu/~ke
nt/fnsusapi.doc

Department of Agriculture. Food Self-Sufficiency in Hawaii, A Hawai`i Departmentof Agriculture White Paper. December 16, 2008.
According to the Food and Agriculture Organization of the United Nations, “Foodsecurity exists when all people, at all times, have physical and economic access to
sufficient, safe and nutritious food to meet their dietary needs and foodpreferences for an active and healthy life (FAO 1996, para 1)”. It is comprised ofthree major elements, availability, access, and utilization. Food availability refers to
the household’s ability to get food from its own production, in the marketplace orfrom some other sources such as barter or gifts. Access depends largely onhousehold purchasing power. Food utilization is determined by food safety andquality, how much a person eats and how well a person converts food to energy, allof which affect proper biological use of food, nutritional status and growth.

FAO (Food and Agricultural
Organization of the United
Nation) 1996. Rome
Declaration on World Food
Security and World Food
Summit Plan of Action.
Rome: FAO.

George Kent. Food and Nutrition Security in the United States-Affiliated PacificIslands. University of Hawaii: Draft November 13, 2008.
http://www2.hawaii.edu/~kent/fnsusapi.doc
The Rome Declaration on World Food Security and the World Food Summit Plan of
Action lay the foundations for diverse paths to a common objective – food security,
at the individual, household, national, regional and global levels. Food security
exists when all people, at all times, have physical and economic access to sufficient,safe and nutritious food to meet their dietary needs and food preferences for an
active and healthy life. In this regard, concerted action at all levels is required.
Each nation must adopt a strategy consistent with its resources and capabilities toachieve its individual goals and, at the same time, cooperate regionally andinternationally in order to organize collective solutions to global issues of foodsecurity. In a world of increasingly interlinked institutions, societies andeconomies, coordinated efforts and shared responsibilities are essential.
FAO (Food and Agricultural Organization of the United Nations). Rome Declaration
on World Food Security and World Food Summit Plan of Action. 1996.

41

NA

FOOD SELF-SUFFICIENCYDefinition and Publication

Original Source

The proportion of domestic effective demand for a good that is met by domestic
production is commonly referred to as the “self-sufficiency ratio”.

NA

Staatz, John M. “Conceptual Issues in Analyzing the Economics of Agricultural andFood Self-Sufficiency”. National and Regional Self-Sufficiency Goals: Implications
for International Agriculture. Ed. Ruppel, Fred J, and Earl D. Kellog. Boulder &London, Lynne Reiner Publishers. 1991
The Concept of food self-sufficiency is generally taken to mean the extent to whicha country can satisfy its food needs from its own domestic production. It issometimes thought that the best way to increase a country’s food security level isto increase its level of self-sufficiency, and this idea has a certain intuitive appeal.
It may seem that a country has more control over its food supply if it notdependent on international markets, where food imports may come from countries
which could be politically hostile. Also, there is a perception that developing
countries may be exploited on international markets.
Self-sufficiency is usually measured by the self-sufficiency ratio (SSR), the share ofdomestic production in total domestic use, excluding stock changes.
Self-sufficiency in food as a development objective constitutes one of the main
points of strategy adopted by the African countries in the Lagos Plan of Action in
1980, thought his has never been fully implemented. A number of Africancountries have, however, declared food self-sufficiency as a priority objective intheir national plans.
The concepts of food self-sufficiency and food security differ on two fundamental
points:Food self-sufficiency looks only at national production as the sole source of supply,
while food security takes into account commercial imports and food aid as possible
sources of commodity supply: food self -sufficiency refers only to domesticallyproduced food availability at the national leave, food security brings in elements ofstability of supply and access to food by the population.
In other words, food self-sufficiency is linked to an overall perspective on
development which emphasizes the need for self-reliance, an auto-centric
approach, where as food security is consistent with a view of development which
incorporates international specialization and comparative advantage.
Implications of Economic Policy for Food Security-A Training Manual42

FAO (Food and Agricultural
Organization of the United
Nation)SUSTAINABLE AGRICULTRE
Definition and Publication•••

SourceProviding a profitable farm income based on a productive enterprise;
Promoting environmental stewardship by protecting and improving soil
quality, reducing dependence on non-renewable resources, such as fueland synthetic fertilizers and pesticides, and minimizing adverse impacts onfood safety, wildlife, water quality, and other environmental resources
Promoting stable thriving farm families and communities

Exploring Sustainability inAgriculture. Bulletin,
Sustainable Agriculture
Research and Education.
www.sare.org/publications/e
xploring.htm

Jody Smith and Samir A. El-Swaify, eds.Towards Sustainable Agriculture: A
Guide for Hawaii’s Farmers. 2006
Sustainable agriculture was addressed by Congress in the 1990 Farm Bill [Food,
Agriculture, Conservation, and Trade Act of 1990 (FACTA), Public Law 101-624, Title
XVI, Subtitle A, Section 1603 (Government Printing Office, Washington, DC, 1990)
NAL Call # KF1692.A31 1990]. Under that law, “the term sustainable agriculturemeans an integrated system of plant and animal production practices having a sitespecific application that will, over the long term:• satisfy human food and fiber needs• enhance environmental quality and the natural resource base upon which
the agricultural economy depends• make the most efficient use of nonrenewable resources and on-farmresources and integrate, where appropriate, natural biological cycles andcontrols• sustain the economic viability of farm operations• enhance the quality of life for farmers and society as a whole.”
USDA Alternative Farming Information Systems web site43

http://www.nal.usda.gov/afsi
c/pubs/agnic/susag.shtml

APPENDIX 3. Acknowledgements and List of Contributors
The following were members of the steering committee for this project: Jesse Souki, Director, Office ofPlanning; Russell Kokubun, Director, Department of Agriculture and Sylvia Yuen, Special Assistant to the
President, University of Hawaii at Manoa; and Jeanne Shultz Afuvai, Executive Vice-President, Hawaii
Institute for Public Affairs and provided guidance and insights to the process. We acknowledge thecontributions of the following contributors and stakeholders who provided their expertise and valuable
information without which this report could not have been prepared. We apologize in advance for any
omissions in this list. We appreciate the assistance of the Economic Development Administration,
Department of Commerce, in providing funding for this project. We are also grateful for the ongoingguidance and support of Gail Fujita, Economic Development Representative for Hawaii and Outer Pacific,
EDA.
Jeanne Shultz Afuvai, Executive Vice-President, Hawaii Institute for Public Affairs
Brandi K. Beaudet, Land Manager, Land and Assest Management, Parker Ranch
Melanie Bondera, Rural Cooperative Specialist, The Laulima Center for Rural Cooperative andAgricultural Business Development, The Kohala Center
Barry Brennan, PhD, Agrosecurity Coordinator, College of Tropical Agricultural and Human
Resources, University of Hawaii at Manoa
Julie-Ann Cachola, Planner, Planning Office, Department of Hawaiian Home Lands
Murray Clay, Managing Director, Ulupono Initiative
Elizabeth “Betsy” Cole, Ed.D, Deputy Director, The Kohala Center
Kyle Datta, General Partner, Ulupono Initiative
Scott Enright, Deputy Director, Department of Agriculture
Jim Hollyer, Professor, College of Tropical Agriculture and Human Resources, University of Hawaii at
Manoa
Sharon Hurd, Economic Development Specialist, Market Development Branch, Agricultural
Development Division, Department of Agriculture
Brian Ishii, Vice President, EKNA Services, Inc.
Jeri M. Kahana, Program Manager, Commodities Branch, Quality Assurance Division, Department ofAgriculture
Ken Kakesako, Assistant to the Chairperson, Department of Agriculture
Brian Kau, P.E., Administrator and Chief Engineer, Agricultural Resource Management Division,
Department of Agriculture
Dexter Kishida, School Food Coordinator, Kokua Hawaii Foundation
Russell S. Kokubun, Chairperson, Department of Agriculture
Brandon Lee, Associate, Ulupono Initiative
PingSun Leung, PhD, Professor, College of Tropical Agriculture and Human Resources, University of
Hawaii at Manoa
Diane Ley, State Executive Director, United State Department of Agriculture Farm Service
Matthew Loke, PhD, Visiting Colleague, College of Tropical Agriculture and Human Resources,
University of Hawaii at Manoa
Susan Matsushima, Chief Executive Officer, Alluvion, Inc
Jeff Melrose, Principal Planner, Island Planning
Brian Miyamoto, Chief Operating Officer, Hawaii Farm Bureau Federation
Jimmy Nakatani, Executive Director, Agribusiness Development Corporation

44

Audrey Newman, Senior Advisor, GLISPA & Hawaii Green Growth
Carol Okada, Branch Chief, Plant Quarantine Branch, Department of Agriculture
Dean Okimoto, President, Hawaii Farm Bureau Federation
Peter Oshiro, Environmental Health Program Manager, Environmental Health Service Division,
Department of Health
Glenna Owens, Director, School Food Services, Branch, Office of School Facilities and Support
Services, Department of Education
Theodore “Ted” Radovitch, PhD, Assistant Specialist, Sustainable and Organic Farming Systems
Laboratory, College of Tropical Agriculture and Human Resources, University of Hawaii at Manoa
Diana Ragone, Director of the Breadfruit Institute, National Tropical Botanical Gardens
Nancy Redfeather, Program Director, Hawaii Island School Garden Network, The Kohala Center
Jennifer Ryan, School Coordinator, Department of Health
Jesse K. Souki, Director, Office of Planning
Josh Stanbro, Program Director, Hawaii Community Foundation
William “Bill” Tam, Deputy Director for Water Resource Management, Department of Land Natural
Resources
Grant Tomita, Milk Control Specialist, Commodities Branch, Quality Assurance Division, Departmentof Agriculture
Letitia Uyehara, Chief Marketing Officer, Armstrong Produce, Ltd
Earl Yamamoto, Planner, Department of Agriculture
Sylvia Yuen, PhD, Special Assistant to the President, University of Hawaii at Manoa

45

APPENDIX 4. Acronyms
ADC
AWUDP
BALLE
CC
CEDS
CTAHR
CSA
DOA
DOE
DHHL
DHRD
DLIR
DLNR
EDAH
EDBs
FAO
FACTA
FFVP
GAP
HARC
HALE
HFBF
HFSSGH
HFIA
HOFA
HPSI
HSF
HRS
IAL
KEDB
KOED
LUC
MCFB
MAN
NSLP
OED
OP
OFPA
PBARC
SLH
SSR
USDA

Agribusiness Development Corporation
Agriculture and Water Use Development Plan
Business Alliance for Local Living Economies
Community College
Comprehensive Economic Development Strategy
College of Tropical Agriculture and Human Resources
Community Supported Agriculture
Department of Agriculture
Department of Education
Department of Hawaiian Home Lands
Department of Human Resources
Department of Labor and Industrial Resources
Department of Land and Natural Resources
Economic Development Alliance of Hawaii
Economic Development Boards
Food and Agriculture Organization of the United Nations
Food, Agriculture, Conservation, and Trade Act of 1990
Fresh Fruits and Vegetable Program
Good Agricultural Practices
Hawaii Agricultural Research Center
Hawaii Alliance for a Local Economy
Hawaii Farm Bureau Federation
Hawaii Farm to School and School Garden Hui
Hawaii Food Industry Association
Hawaii Organic Farmers Association
Hawaii Public Seeds Initiative
Hawaii Slow Food
Hawaii Revised Statutes
Important Agricultural Lands
Kauai Economic Development Board
Kauai Office of Economic Development
Land Use Commission
Maui County Farm Bureau
Market Analysis and News Branch
National School Lunch Program
Office of Economic Development
Office of Planning
Organic Food Production Act
Pacific Basin Agricultural Research Center
Session Laws of Hawaii
Self-Sufficiency Ratio
United States Department of Agriculture

46PHOTO CREDITS
Cover, Department of Agriculture
Page 28, Hawaii Retail Grocer
Page 29, Derek Kurisu
Page 29, Logo, KTA Superstores
Page 30, Department of Agriculture

47